Voter Guide

Here’s where and when to get your ballots in

Welcome to our 2025 Voter Guide.

In this section, you can learn about where and how to vote, as well as learn more about the candidates and issues that will appear on your ballot.

All candidate Q&A information in this edition comes from the candidates themselves and was not independently checked. It was edited for length, grammar and spelling. Every effort was made to give equal space to all candidates Candidates who did not respond are noted.

If you’re registered to vote, you should see your ballot soon, if you don’t have it already. Friday was the ﬁrst day that ballots could be mailed to voters, according to the Colorado Secretary of State.

You can register to vote right up to and on Election Day; however, the deadline for a county clerk to send a mail ballot packet to an active eligible voter is Oct. 17. If you register or change your registration after that date, please vote in person.

Election Day this year is Tuesday, Nov. 4, and you must return your mail ballot or be in line at a Voter Service Center before 7 p.m. that day for your vote to count. Do not drop your ballot in the mail later than Oct. 27.

At Vote Centers, representatives are there to give you the opportunity to vote in person; drop off your ballot; vote in person in Spanish; request a replacement ballot; register to vote or update your registration information; vote using equipment for persons with disabilities; or correct a signature problem To vote, you must have a current form of identiﬁcation with your picture on it — people most commonly use their Colorado driver’s licenses.

At drop boxes, you can drop off your ballot at any time, until 7 p.m. Election Day.

You can track your mail ballot by signing up for Ballot Track at boulder.ballottrax.net/voter

For more information, visit:

• Boulder County — bouldercounty.gov/elections

• Broomfield — broomfield. org/153/Elections

HURST — FILE PHOTO

Voter Linda Lynge drops her ballot off at an official drop box in Broomfield in 2020.

• Weld County — tinyurl.com/ weld-elections

BOULDER COUNTY VOTE CENTERS

8 a.m. - 6 p.m Oct. 27-31

9 a.m. - 1 p.m. Nov. 1

8 a.m. - 6 p.m. Nov. 3

7 a.m. - 7 p.m Election Day

• Boulder County Clerk & Recorder’s Office, 1750 33rd St.

• University of Colorado, UMC, 1669 Euclid Ave.

• Southeast County Community Hub, 1755 S. Public Road.

• Boulder County Clerk & Recorder/St. Vrain Community Hub, 515 Coffman St.

BOULDER COUNTY DROP BOXES

24-hour ballot drop-off boxes open Friday, Oct 10, and remain open through 7 p.m. Election Day.

Boulder

• Boulder County Clerk & Recorder, 1750 33rd St.

• Boulder County Courthouse, 2025 14th St.

• Boulder County Housing & Human Services, 3400 Broadway

• CU Campus — UMC, 1669 Euclid Ave.

• CU Campus — Williams Village Center, 500 30th St.

• Emergency Family Assistance Association (EFAA), 1575 Yarmouth Ave.

• South Boulder Recreation Center, 1360 Gillaspie Drive

Erie

• Meadowlark School, 2300 Meadow Sweet Lane

Gunbarrel

• Avery Brewing, 4910 Nautilus Court N

Lafayette

• Lafayette Public Library, 775 W. Baseline Road

• Southeast County Community Hub,1755 S. Public Road

Longmont

• St. Vrain Community Hub, 529 Coffman St.

• Boulder County Fairgrounds, 9595 Nelson Road

• Front Range Community College, 2121 Miller Drive

• Garden Acres Park, 18th Avenue

• YMCA, 950 Lashley St.

Louisville

• Louisville Recreation Center, 900 W. Via Appia Way

Lyons

• Lyons Town Hall, 432 Fifth Ave.

Nederland

• Nederland Community Center, 750 N. Highway 72

Superior

• Superior Town Hall,124 E. Coal Creek Drive

BROOMFIELD VOTE CENTER

8 a.m. - 5 p.m. Oct. 27-31

9 a.m. - 1 p.m. Nov. 1

8 a.m. - 5 p.m Nov. 3

7 a.m. - 7 p.m. Election Day

• George Di Ciero City and County Building, 1 DesCombes Drive

BROOMFIELD DROP BOXES

24-hour ballot drop-off boxes open Friday, Oct 10, and remain open through 7 p.m. Election Day.

• George Di Ciero City and County Building, 1 DesCombes Drive

• Paul Derda Recreation Center, 13201 Lowell Blvd.

• Redpoint Ridge Park at Arista (Northwest Corner), 11337 Central Court

• Flatirons Marketplace (By Men’s Wearhouse), 170 E. Flatiron Crossing Drive

• Anthem Ranch Guard House, 16591 Lowell Blvd.

• Vista Park (in parking lot roundabout), 17159 Osage St.

• Skyestone Lodge, 11057 N. Montane Drive

WELD COUNTY

Weld County had not released Voting Center information as of print deadline.

TIMOTHY

ADAMS 12 BALLOT ISSUE 5B

WHAT

SAYS

» “Shall Adams 12 Five Star Schools taxes be increased up to $39.42 million in 2025 for collection in 2026 by whatever amounts are raised annually thereafter from an override mill levy imposed at a rate not to exceed 8.795 mills, which would cost a homeowner an estimated $34 per month on an average home valued at $661,000 based on the assessed value and assessment rates as of December 2024 and does not reﬂect future changes in assessed value, assessment rate, or law, for general fund purposes, including but not limited to:

“Attracting and keeping high-quality staff by bringing salaries closer to the market average for teachers, support staff and school leaders in surrounding school districts;

“Expanding career and technical education opportunities and providing real world, hands-on learning experiences for students at every level: elementary, middle and high school;

“Increasing number of trained safety and security staff to maintain a safe learning environment for students and staff; with a focus on elementary schools and afterschool athletic and activity events;

“Providing additional mental health support for students to develop life skills and be prepared for their next stage of life;

“Any funds expended pursuant to this question shall be subject to state laws, regulations and district policies for accountability and transparency; And shall such tax increase be an additional property tax mill levy in excess of the levy authorized for the district’s general fund, pursuant to and in accordance with section 22-54-108, C.R.S.; and shall the district be authorized to collect, retain and spend all revenues from such taxes and the earnings from the investment of such revenues as a voter approved revenue change under Article X, Section 20 of the Colorado Constitution; And shall the District be authorized to collect the full amount of revenue authorized by this question and prior mill levy override

questions subject to the limit established by Section 22-54-108(3) (B)(VI), C.R.S.?”

WHAT IT MEANS » If approved by voters, the $39.42 million property tax increase would allow the school district to collect additional money from property taxes for ongoing expenses by increasing the mill levy up to 8.795 mills. Of the increase, $25.2 million is earmarked for raises for educators and other staff members Another $9.2 million would go to program needs, including expanding Career and Technical Education and adding elementary STEM-focused teachers About $1.4 million would go to hire more school safety employees, including campus security officers, and school-based therapists. The remaining $3.6 million would be allocated to the district’s four charter schools The increase would cost homeowners about $5 a month per $100,000 of home value

WHAT SUPPORTERS SAY » Because of inadequate state funding, Adams 12 had to cut $27.5 million for the 2025-26 school year, including about 150 jobs, leading to larger class sizes and fewer class offerings The district ranks close to the bottom, 10 out of 15, in average teacher salaries compared to nearby districts, putting Adams 12 at a disadvantage in attracting and keeping top teachers. The district also needs more qualified staff members to keep up with student demand for hands-on career and technical education classes, while safety and security staffing is low compared to nearby districts

WHAT OPPONENTS SAY » The state should ﬁnd a way to provide more funding for schools. The school district should live within its means and make additional cuts if necessary. Homeowners already are struggling with recent property tax increases because of increased home values. With the economy uncertain and the cost of living high, a mill levy override will raise taxes at a time when businesses and homeowners can’t afford to pay more.

ADAMS 12 SCHOOL BOARD DISTRICT 4

Amira Assad-Lucas

WEBSITE » amiraforadams12.com

AGE » 43

YEARS IN YOUR DIRECTOR DISTRICT » 11 years

EDUCATION » Master’s degree in clinical counseling, master’s degree in school counseling.

PROFESSIONAL BACKGROUND » Licensed professional counselor.

POLITICAL/COMMUNITY EXPERIENCE » Volunteered in Adams 12 at the school level (PTO, base sales, classroom, pro-bono therapy services) and district level (Leadership Academy, Financial Advisory Committee, starting Parent Leadership Action Network) Serving on Adams 12 school board for four years.

I am grateful to be part of a district where the leadership understands and values equity and diversity As the majority of the schools in my director district are Title 1 schools, I understand how important it is to ensure we ﬁnd ways to continue supporting pro-

grams that provide additional educational resources to second language learners and students from lower socio-economic areas.

IF THE MILL LEVY OVERRIDE ON THE NOVEMBER BALLOT DOESN’T PASS ANDGIVETHEDISTRICTADDITIONAL OPERATING MONEY, WHERE WOULD YOU SUGGEST CUTS — IF NEEDED — TO BALANCE THE BUDGET? » This is very hard because no matter where you cut from, it will gravely impact students. This is an impossible decision to make, and I hope we do not have to, but if it comes to this, we will be deliberate and thoughtful, as we were last year when we had to cut 150 positions within our system.

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICT,ANDHOW WOULD YOU ADDRESS IT? »

Funding is by far the most important issue facing the district. Without adequate funding, our kids suffer in many ways. We cannot provide the emotional/social support they need in order to learn We cannot provide the sense of security that is critical for them to feel safe. And we cannot provide the level of academic support (smaller classrooms, tutoring services, increase in SEL’s, etc.) that they deserve to meet their full potential.

AssadLucas

ADAMS 12 SCHOOL BOARD DISTRICT 3

Ike Anyanwu-Ebo

WEBSITE » ikeforadams12.com

AGE » 53

YEARS IN YOUR DIRECTOR DISTRICT » 11

EDUCATION » Bachelor’s degree in mechanical engineering; master’s degree in engineering management at Dartmouth College.

PROFESSIONAL BACKGROUND » Design engineering and quality engineering leadership

POLITICAL/COMMUNITY EXPERIENCE » Adams 12 District Accountability Committee (DAC) member in 2024-2025, DAC secretary 2025, Sims Fayola mentor volunteer 2025, Senior Hub SWAT school tutor volunteer 2016-2020.

ery child, regardless of background, neighborhood or learning style, feels valued, challenged and equipped with the tools they need to thrive emotionally and academically. I will advocate for the district’s continued support of all students in ensuring that Adams 12 Five Star Schools provide every student with access to a safe, supportive and academically rigorous environment that prepares them for success in college, career and life.

IF THE MILL LEVY OVERRIDE ON THE NOVEMBER BALLOT DOESN’T PASS AND GIVE THE DISTRICT ADDITIONAL OPERATING MONEY, WHERE WOULD YOU SUGGEST CUTS — IF NEEDED — TO BALANCE THE BUDGET? »

I passionately believe in using data in budgeting decisions and problem solving. Due to the lack of adequate funding, Adams 12 Five Star Schools cut $27.5 million for the 2025-26 school year, including 150 jobs, leading to larger class sizes and fewer class offerings or electives for students. I believe in the power of public education and ensuring that the dollars spent go

directly to our classrooms. I will be a responsible ﬁscal steward of our community’s tax dollars in determining spending priorities. I will bring my professional skills of data analysis to understand, align and communicate with our community members to ensure a balanced approach to inclusive decision making, whether 5B passes or not.

WHAT’S THE MOST IMPORTANT ISSUE FACING THE DISTRICT AND HOW WOULD YOU ADDRESS IT? »

I believe that the top issue facing Adams 12 Five Star Schools is funding. Without ensuring adequate sources of revenue, the well-being and academic performance for our children will be at risk. By aligning district and school spending priorities with those of parents, we have the best chance of justifying and meeting our financial challenges in the school district. My platform, based on my values and experience, includes three pillars:

• Adequate funding for mental health programs, including support to special education teachers and paras.

• Academic performance improvement to support school Uniﬁed Improvement Plan goals.

• Using data to drive informed decision making in spending priorities.

Adams 12 school board District 3 candidate Juan Evans did not return the questionnaire.

AnyanwuEbo

Juan Evans

BOULDER CITY COUNCIL

Matt Benjamin

WEBSITE » www.mattbenjaminforcouncil. com

AGE » 43

HOWLONGHAVEYOULIVEDINBOULDER? » 25 years

PROFESSIONAL BACKGROUND » I studied astronomy and astrophysics and spent nearly a decade as an astronomer and science educator at CU’s Fiske Planetarium. I currently work as a photographer and education consultant I also helped lead the creation of the nation’s ﬁrst Dark Sky Reserve in Idaho, and continue to consult for several Dark Sky projects across the country.

PAST POLITICAL/COMMUNITY EXPERIENCE » I’ve served on nonproﬁt boards like the Boulder Open Space Conservancy. I’ve served on the board of Garden to Table (formerly Growe Foundation). Locally, I led the “Our Mayor—Our Choice” ballot measure, giving Boulder voters the power to elect our mayor using ranked choice voting, and worked with state legislators to expand RCV statewide. Since 2021, I’ve had the privilege of serving on Boulder City Council.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? » Boulder must stay disciplined and outcome-focused. First, protect core services—public safety, infrastructure, climate resilience (like flood and wildfire)—while delaying or scaling back lower-priority projects. Second, expand outcome-based budgeting, tying dollars to measurable results so residents know their tax dollars deliver value Third, strengthen revenues by advancing our Economic Development Strategy: filling downtown vacancies, supporting small businesses, and boosting tourism as Sundance arrives. Finally, leverage any state and federal grants we can get, and explore sustainable revenue sources beyond

volatile sales tax By combining fiscal discipline with smart economic growth, Boulder can weather federal uncertainty while keeping our community resilient and services strong.

WHATISYOURSTRATEGYTOFOSTER

MIDDLE-INCOME HOUSING IN BOULDER? »

Boulder is falling short on “missing middle” housing for teachers, nurses, and first responders To fix this, we must reform our Inclusionary Housing ordinance so middle- income projects are financially viable and align it with the state’s Middle-Income Housing Tax Credit. We should allow more duplexes, townhomes, and cottage courts, especially near transit, while streamlining permitting to cut costs. Public-private partnerships on city-owned land can further expand opportunities. My goal is to create real pathways for middle-income families to live here, ensuring Boulder remains an inclusive, diverse, and thriving community.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

I would prioritize three aspects of the Clutch Consulting report. First, expanding rapid resolution and rehousing so people don’t cycle through long periods of homelessness, short, targeted interventions keep the system moving Second, building permanent supportive housing and scaling prevention strategies like eviction defense to stop inﬂow. Third, strengthening data transparency and coordination with the county and nonprofits so services are accountable and effective Pairing these with consistent—but compassionate—management of public spaces ensures Boulder balances housing and services with community safety. Together, these steps move us toward “functional zero” unsheltered homelessness while using resources effectively and equitably

Lauren Folkerts

WEBSITE » www.lauren4boulder.com

AGE » 38

HOWLONGHAVEYOULIVEDINBOULDER? » 15 Years

PROFESSIONAL BACKGROUND » Licensed architect and partner at HMH Architecture + Interiors

PAST POLITICAL/COMMUNITY EXPERIENCE » I’ve served on Boulder City Council since 2021 and am currently Mayor Pro-Tem. I also served as a board member for the Colorado Green Building Guild, City of Boulder Design Advisory Board, Dairy Arts Center Board, the Mile High Flood District, and Boulder County Working Group to End Homelessness. I’m an architect, a business owner, a dog mom, a gardener and an avid outdoor enthusiast.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? » Boulder must protect core services while being responsible stewards of taxpayer dollars. We can’t balance the budget on the backs of those who can least afford it I supported moving to outcomes-based budgeting to align spending with community priorities and eliminate duplication. Our budget approach has kept us in a stronger position than many neighboring communities, allowing us to balance the budget by combining overlapping programs and improving efficiency. I’ll continue modernizing processes, streamlining, and reducing red tape to lower costs while delivering high-quality services

WHAT IS YOUR STRATEGY TO FOSTERMIDDLE-INCOME HOUSING IN BOULDER? »

I’ve worked to reform Boulder’s land use code so it prioritizes building homes for working families, not just luxury condos. That includes supporting accessory dwelling units, triplexes, and other “missing middle” housing options. My strategy is to remove unnecessary barriers that drive up costs and to enable small-scale neighborhood friendly inﬁll that helps create ﬂexibility and expand choices. I also support fee reductions and fast-tracking projects that promise long term affordability through deed restrictions. Healthy communities need families of all types and at all income levels. To make this happen we need policies that make it affordable for them to put down roots in Boulder.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

This report charts a path, for the ﬁrst time, to ending both family and single-adult homelessness in Boulder. While we don’t yet have the funding to implement everything at once, it makes clear that no single program can succeed in isolation. We need a web of services working together. That means scaling up shelter capacity, expanding housing programs, strengthening prevention and diversion, improving outreach and case management, and ensuring supportive services for mental health and addiction. Even modest, coordinated investments can strengthen our social safety net and help us steadily build toward the goal of ending homelessness.

Benjamin

Folkerts

BOULDER CITY COUNCIL

Rachel Rose Isaacson

WEBSITE» www.RachelRose4Boulder.com

AGE » 28

HOWLONGHAVEYOULIVEDINBOULDER? » About 3 years

PROFESSIONALBACKGROUND» Icurrently support myself while running for City Council as a barista at South Side Walnut Café and have spent most of my professional career in the nonproﬁt and public sector Before moving to Boulder, I worked in regenerative education, organizing internationally attended conferences that empowered communities to build resilience in the face of economic, social, and environmental turbulence.

PASTPOLITICAL/COMMUNITYEXPERIENCE» Education in Political Economics; Master’s Degree in Public Administration and Leadership; at 17, drafted state legislation in Ohio to protect LGBTQ youth, policy that later passed unanimously in my home city of Columbus in 2017 Served as a constituent liaison in

the Ohio House of Representatives; worked as campaign manager for former Boulder City Council candidate Aaron Gabriel Neyer and as campaign coordinator for Colorado State Rep. Junie Joseph Pollinator advocate with Cool Boulder, where I focus on building climate resilience and biodiversity through local action.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLIONSHORTFALL.WHATIDEASDO YOU HAVE FOR KEEPING THE CITY’S FINANCES STABLE AMID FEDERAL ECONOMIC UNCERTAINTY? »

We must prioritize essential services like public safety, housing, climate resilience, and infrastructure, while avoiding cuts that disproportionately impact vulnerable residents. My approach emphasizes transparency, community engagement, and efficiency through program consolidation and technology Strengthening public-private part-

nerships can stretch limited dollars, and diversifying revenue beyond volatile sales tax improves stability. Finally, investing in long-term resilience such as energy efficiency, wildﬁre mitigation, and affordable housing reduces future crises. By leading with equity, collaboration, and foresight, Boulder can remain strong amid federal uncertainty.

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

Teachers, nurses, and service workers should be able to live in the community they support I would strengthen the “missing middle” by promoting housing types like duplexes, townhomes, and small multifamily buildings in existing neighborhoods (via a collaborative, community input-driven process). This includes revisiting fees and regulations that make development unviable, exploring reduced impact fees for middle-income projects, and expanding partnerships with employers, nonproﬁts, and regional agencies through land banking or shared-equity models. Hous-

ing must also align with transportation and climate goals to ensure equity and sustainability.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE?

The Clutch report balances compassion with pragmatism. I value its recommendation to centralize resources, prioritize local chronically unhoused residents and families, and provide short-term aid preventing individuals from becoming entrenched in homelessness while reducing long-term costs. To address system fragmentation, Boulder must strengthen partnerships across city, county, healthcare, and nonprofits, set clear metrics, improve data-sharing, and scale housing options for a coordinated continuum of care. Prevention is key: ﬁxing barriers to affordable units, supporting organizations like EFAA, enacting renter protections, and incentivizing fair rent. Expanding behavioral health and substance use treatment is also essential to prevent crises.

“I believe public schools are the heart of our community. I am running to ensure that public education remains a cornerstone of our community’s strength and progress.”

- Hadley Solomon

Isaacson

BOULDER CITY COUNCIL

Rob Kaplan

WEBSITE » rob4boulder.com

AGE » 60

HOWLONGHAVEYOULIVEDINBOULDER? » 33 years

PROFESSIONAL BACKGROUND »

Small business owner (Pro Peloton Bike Shop); commercial real estate owner/manager; professional ﬁreﬁghter for 18 years with Boulder Rural Fire Rescue.

PASTPOLITICAL/COMMUNITYEXPERIENCE » Helped families stay in their homes by buying and stabilizing foreclosures. Led ﬁre safety education and outreach through Boulder Rural Fire Rescue. Built multi-jurisdictional response plans with city and county agencies. Serving on Boulder’s Parks and Recreation Advisory Board.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

Prioritize critical infrastructure, roads, snow plowing, water systems, and public spaces, while ensuring ﬁre and police have the resources needed to keep our community and visitors safe. Before embarking on new projects, we need to maintain what we currently have. We must also support the cultural vitality and core services that make Boulder a place where businesses thrive, including bringing staff back into offices to generate more sales tax revenue. Finally, a detailed, fully transparent review of every department’s spending, ensuring resources are

prioritized effectively and transparently.

WHAT IS YOUR STRATEGY TO FOSTERMIDDLE-INCOME HOUSING IN BOULDER? »

Waive the 25% affordable housing fees for projects dedicated to middle-income housing, allowing those dollars to be applied directly to creating homes for working families. Land lease models and permanent deed restrictions so that when these homes are built, they remain affordable well into the future, and streamline permitting to reduce unnecessary bureaucracy, so projects move forward in a predictable, cost-effective way.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? » Move charitable services like food and clothing giveaways out of Central Park and into the shelter or other facilities where people can access coordinated entry and long-term resources. Focus resources on those who have been in Boulder long-term or ﬁrst experienced homelessness here, while helping others reunite with family or friends in the places they came from or want to return to. Finally, Clutch highlights the need for better data sharing. I support creating a regional, HIPAA-compliant portal that connects nonproﬁts, shelters, health providers, and city and county agencies to coordinate care, reduce duplication, and track outcomes.

WEBSITE » maxlordforboulder.org

AGE » 32

HOWLONGHAVEYOULIVEDINBOULDER? » 15 years

PROFESSIONALBACKGROUND» Employed as a cook on the hill, by the university physics department, NCAR, Ironworker Presently self employed.

PAST POLITICAL/COMMUNITY EXPERIENCE» Worked on the Obama campaign, philanthropic efforts around the world, but also in Boulder.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? » As budgets become tighter, we need to keep a close eye on where we are getting our best return. Its tempting to want to say yes to everyone, especially when there are so many incredible programs and community centers within town. Still, it is possible to provide support for our great services, while still trimming the budget, and looking for opportunities to increase revenue. This involves supporting our small businesses, but also our community non proﬁts. Creating a collaborative network where we can lean on each other during this difficult times.

WHAT IS YOUR STRATEGY TO FOSTERMIDDLE-INCOME HOUSING IN BOULDER? »

We need to recognize that the “middle” is nearly gone, and with the cost of land in Boulder, homeownership is nearly inaccessible if left to exclusively market forces. If we want to save what we have, we need immediate action in the face of Sundance, and that looks like expanding protections to renters and also tighter restrictions on AirBNB. Beyond that, we need city backed loans for long term residents, and develop solutions so that residents don’t think they need to “thread a needle” to gain access to them.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

I have been a vocal critic of the clutch report, not because it is useless, but I ﬁnd it disturbing how heavily candidates are citing “diversion” What is important about clutch, is the triage. Homelessness is a multifaceted issue and we need the tools to ascertain what exactly someone is struggling with, and then implement a solution. Simply saying “diversion” implies that bus tickets can reverse chronic homelessness Rather, I think we need to keep our focus on our most vulnerable community members, those who have fallen victim to the mental health crisis, and are experiencing chronic homelessness in our city.

Kaplan Lord

Maxwell Lord

BOULDER

CITY COUNCIL

Montserrat Palacios

WEBSITE » montserratforboulder.com

AGE » 30

PROFESSIONAL BACKGROUND » Manager, Private Clients, Western Region at Freeman’s | Hindman Auction House

PAST POLITICAL/COMMUNITY EXPERIENCE » While I have not held office before, I have always been engaged in the community. I have volunteered throughout my life with local organizations and initiatives.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

We need a clear approach to the $7.5 million shortfall. Each city department should be carefully reviewed to ensure that our budget is going toward our highest priorities. We need to identify what can be sacriﬁced but also identify where efficiencies can be gained without compromising our core services, and continue to budget towards desired outcomes, not strict allocations. Concurrently, our budgeting decisions must reﬂect Boulder’s community values We need to continue protecting essential services, fostering safety and ensuring transparency.

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

As a middle-income young professional in Boulder, this issue is personal. Boulder’s housing crisis is affecting my gener-

ation, our young families, teachers, nurses and public servants. We need to eliminate the cash-in-lieu option for developers. It should not be an option for developers to opt out of building affordable and missing middle housing units by paying a fee. This would require all new development to contribute to foster housing for low and middle income residents. We also need to re-evaluate zoning and cut red tape to allow more diverse housing where it makes sense and streamline permitting while maintaining our green belt and height restrictions.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

Boulder’s unhoused issue is still at a manageable stage, and we need to use available data to guide our strategy Housing and long-term solutions should prioritize Boulder County residents. Data from the Boulder Homelessness Dashboard clearly shows that 60% of unhoused individuals in Boulder have been here less than a month. Data also shows that many are transients arriving from the Denver Metro area, who could beneﬁt more from diversion and reuniﬁcation programs. We need housing stabilization and eviction prevention programs to prevent more people falling into homelessness. Safety for the community is also critical and we need to work toward ending rough sleeping and clearing all encampments.

WEBSITE » jennyforboulder.com

AGE » 48

HOWLONGHAVEYOULIVEDINBOULDER » 10 years in Boulder County, 8 years in Boulder.

PROFESSIONALBACKGROUND» I’ve spent over 25 years working in telecommunications and commercial production. I also co-own a small business in downtown Boulder.

PAST POLITICAL/COMMUNITY EXPERIENCE » Serves as chair of the Parks and Recreation Advisory Board, on the board of the Play Boulder Foundation and co-chair of the Boulder Chamber’s Community Affairs Council. Beyond board service, I’ve spent years volunteering with organizations like EFAA, TGTHR, Precious Child, Share-aGift and the Boulder Humane Society. Also a longtime Girl Scout leader and mom of two teenage daughters.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

Boulder has a nearly $600 million budget, but most people don’t feel like they’re seeing $600 million worth of results. To me, that means it’s not just about how much money we’re spending, but how we’re spending it. My focus is on overhauling the budget so dollars are tied to outcomes, transparency, and accountability. That starts with the basics, fixing our streets and sidewalks, keeping bike paths clear, snow removal, wildfire mitigation, rec centers, and public safety. Programs and contracts should be measured by performance, and those that aren’t working shouldn’t be automatically renewed. We also rely too heavily on consultants; those dollars would be better spent on staff and resident-facing services And I’d create Community Accountability Committees on budget, wildfire,

and homelessness to ask tough questions and staff accountable.

WHAT IS YOUR STRATEGY TO FOSTERMIDDLE-INCOME HOUSING IN BOULDER? »

Boulder has done a good job supporting affordable housing, and we have no shortage of market-rate homes, but what’s missing is the middle. Our middle income earners often can’t ﬁnd housing here, even though they’re the backbone of our community. My strategy is to make it easier and more attractive for developers and builders to create housing options middle earners actually want like duplexes, townhomes, and smaller condos. That means streamlining permitting, reducing barriers, and offering smart incentives. We should also thoughtfully explore the Area III Planning Reserve to create livable, mixed-income neighborhoods that include middle-income housing and the services that support it.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

The Clutch report identifies several strategies I would prioritize, starting with enforcing the camping ban while making sure there are real pathways off the street Prioritization, diversion, and reuniﬁcation are all important, and Boulder is already doing much of this work, so I don’t believe the cost needs to be as high as projected. We should continue to strengthen what’s working, while coordinating closely with the county As the new mental health tax is implemented, those funds should go toward inpatient and outpatient care, additional treatment beds, and services that address root causes, ensuring public spaces are safe and people in crisis get support.

Palacios

Robins

Jenny Robins

BOULDER CITY COUNCIL

Rob Smoke

WEBSITE » NA

AGE » 69 years old

HOWLONGHAVEYOULIVEDINBOULDER? » Resident of Boulder since ’86, with time off for good behavior.

PROFESSIONALBACKGROUND» I’ve worked variously as a journalist, a property manager and a door guy for a venue known as the Sidewinder in northeast Denver (aka Globeville).

PASTPOLITICAL/COMMUNITYEXPE-

RIENCE» Served on the Human Relations Council

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

I would work on creating programs that offer humane outcomes and offer at least some protection for homeless or houseless individuals in our community. An example that has been helpful to other communities would be serviced

tent encampments, where people can experience some degree of safety and are given an alternative to camping on bike paths, sidewalks or in alleyways I think Boulder needs innovation to take the budget in the right direction.

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

I’d like to see a pilot program based on the legislation supporting co-operative housing projects in NYC, that were built largely in the late 50s and 60s. There are ways to make collaborative efforts work.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

I deﬁnitely want to see humane solutions to the very human problems occurring when people can’t access housing. I believe there are better options than reliance on policing as the primary method.

WEBSITE » www.nicoleforboulder.com

AGE » 48

HOWLONGHAVEYOULIVEDINBOULDER? » 20 years

PROFESSIONAL BACKGROUND »

Ph.D. scientist managing a brain imaging research facility at CU Boulder for over 13 years, until changes to federal funding ended my position in July; Boulder’s City Council for the past four years, including one year as Mayor Pro Tem; many committees such as the campus-wide working group to reopen research on CU Boulder’s campus following the start of the COVID-19 pandemic; the Mile High Flood District Audit & Finance Committee; and the Denver Regional Council of Governments (DRCOG) Regional Building Decarbonization Oversight, Nominating, and Performance and Engagement Committees.

PAST POLITICAL/COMMUNITY EXPERIENCE » Boulder City Councilmember (2021-present), Boulder Mayor Pro Tem (2024), DRCOG Board of Directors (2021-present), MHFD Board of Directors (2024), various sub-committees and working groups (see council-chronicles. ghost.io/schedule for a full list), union member (UCW-CWA 7799; 2020-present), member of First Congregational United Church of Christ (2017-present), and volunteer with numerous local nonproﬁt organizations, K-12 schools, and CU Boulder.

THE 2026 RECOMMENDED BUDGET

SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

While uncertainty about the future remains, the city has addressed the current 2026 shortfall by creating efficiencies and prioritizing programs and services that have the biggest impact. As a member of Council’s Financial Strategy Committee, I’ve championed Boulder’s shift to outcome-based budgeting, which leaves us in a better place than other communities. Looking ahead, we must stabilize

city funding with mechanisms such as the CCRS measure on the November 4 ballot (please vote yes), and work with the community to identify our top funding priorities (join the Fund Our Future project this winter)

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

Data-informed planning is key to my strategy I’ve supported zoning and land use changes that will generate more middle-income housing over time. Short-term strategies are more challenging because new housing is more expensive than older housing. To address current and projected shortages, over 70% of new housing in the next decade must be affordable to households earning under 80% of the Area Median Income (AMI; 80% AMI is currently $84,400/ year for one person and $130,160 for a 4-person household). We must expand rental and down-payment assistance, end the state prohibition on rent control, and work to lower other costs of living that are also outpacing wages, such as childcare and healthcare.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

The Clutch report analyzed Boulder’s homelessness response system and identiﬁed gaps in coordination, housing access, and success metrics. It recommends a more uniﬁed, data-informed approach that prioritizes permanent housing, accountability across providers, and better navigation for people at risk of or already experiencing homelessness. With our city’s constrained budget, I’d prioritize the programs that are already delivering proven outcomes in reducing homelessness for both single adults and families (e.g., rental assistance, eviction prevention, peer support), while enhancing programs that help people navigate economic crises (e.g., diversion, Family Resource Schools, Elevate Boulder).

Smoke Speer

Nicole Speer

BOULDER CITY COUNCIL

WEBSITE » aaronstone.org

AGE » 49

HOWLONGHAVEYOULIVEDINBOULDER? » 13 years

PROFESSIONAL BACKGROUND » Bachelor of science in computer engineering from Case Western Reserve University Specializing in security, networking, data storage, and quantum computing.

PASTPOLITICAL/COMMUNITYEXPERIENCE » Volunteer work for Boulder Parks, Habitat for Humanity, Shelter.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL. WHAT IDEAS DO YOU HAVE FOR KEEPING THE

CITY’S FINANCES STABLE AMID FEDERAL ECONOMIC UNCERTAINTY? »

I see a lot of concern about Boulder’s 2026 budget, but the projected shortfall is under 1.5% of $521M — manageable Budgets are based on projections, so the shortfall may not even materialize The city also has an investment portfolio of nearly $500M to temporarily cover gaps if needed Rather than drastic cuts, we should explore raising revenue ﬁrst, which keeps 1,500 employees secure and productive. Sales and use tax, about $180M, could increase through downtown revitalization, improving public safety and housing outcomes. Other revenue opportunities exist too. Only as a last resort

should spending be reduced. Strategic revenue growth and smart use of funds can address the deﬁcit without disrupting operations.

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

I’m concerned with regulations that homeowners must meet in creating ADUs and the outright ban of tiny homes. Making it easier to build these would help bridge the gap without expanding sprawl into open space. I think we need to add the opportunity for expansion but be smart about how we do it We want to keep the aspects Boulder that make it a nice place to live without encouraging urban sprawl that would turn it into just another overcrowded city.

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE?

After speaking with Tgthr, I believe that the most important thing to focus on is a team on the ground that focuses directly on outreach to the homeless community. This strategy would include funding CIRT Many don’t even know what services are available. Second, we need to bridge the gap to fund our current facilities which have lost funding from the county level.

In addition we need to continue to prevent rough camping. The majority of these people are transient, and we should focus on moving them along to their next destination Long-term homelessness is a serious issue for the remaining who are local. We should concentrate on getting them into longterm housing.

Aaron Stone

BOULDER CITY

COUNCIL

Mark Wallach

WEBSITE » Wallachforcouncil.com

AGE » 72 (unfortunately)

HOWLONGHAVEYOULIVEDINBOULDER? » Almost 11 years

PROFESSIONAL BACKGROUND » Previously a real estate developer in New York City, specializing in adaptive reuse projects in landmark districts. Before that a I was practicing attorney. In the distant past, I worked for two years for Goldman Sachs and was a speechwriter for Sen. Bill Bradley

PAST POLITICAL/COMMUNITY EXPERIENCE » Voter registration of young voters during the Vietnam War, also voter registration in Mississippi on behalf of Charles Evers, brother of civil rights leader Medgar Evers, worked on a number of other campaigns and, was a speechwriter for several other congressional candidates. Six years on the Boulder City Council.

THE 2026 RECOMMENDED BUDGET SHOWS BOULDER IS FACING A $7.5 MILLION SHORTFALL WHAT IDEAS DO YOU HAVE FOR KEEPING THE CITY’SFINANCESSTABLEAMIDFEDERAL ECONOMIC UNCERTAINTY? »

I am more concerned with the potential impact from federal policies than with the $7.5M shortfall, as the recently published budget successfully addresses that shortfall Although I am not entirely happy with some choices made to close the gap, most of the choices made, however painful, are reasonable, and hopefully will begin to be restored in the 2027 budget.

The impact of destructive federal policies from Washington is essentially unknowable at this time, but potentially far more impactful than any reductions required to balance the budget. It could be

the elimination of our many transportation grants, the elimination of housing vouchers, or any number of programs from which we receive federal funds

WHATISYOURSTRATEGYTOFOSTER MIDDLE-INCOME HOUSING IN BOULDER? »

In order to address the issues of middle-income housing needs, we first have to recognize that reliance upon the market to solve these needs is entirely ineffective. Over the past five years, 90-plus percent of all housing built in Boulder has consisted of expensive, stacked flat rentals, with a smattering of very expensive townhouses. Density does not work. Density is a condition, not a policy.

The only realistic path to creating middle-income housing is to use government land resources to subsidize the cost of land. We can then sell pieces of it at whatever discount to market prices we desire in exchange for an agreement from developers to produce the types of housing we require and at prices we approve

WHICH ASPECTS OF THE CLUTCH CONSULTINGREPORTONBOULDER’S HOMELESSNESS STRATEGY WOULD YOU PRIORITIZE? »

I am in favor of the report’s emphasis on family housing; if ﬁnancial considerations permitted, I would spend additional funds for that purpose. I also believe that the emphasis on diversion and the more substantial efforts to end rough sleeping are both worthy of support. I also support the concentration of services at the All Roads shelter and the discontinuation of providing services in Central Park

BOULDER

Tax extension

WHAT IT SAYS » “Without raising additional taxes, shall the existing community, culture, resilience, and safety sales and use tax of 0.3 percent, initially scheduled to expire on December 31, 2026, be extended in perpetuity, as a voter-approved revenue change, with the revenue from such tax extension and all earning thereon starting January 1, 2026, to be used to build and maintain city capital improvement projects including, but not limited to:

“Roads, paths, bike lanes, trails, and sidewalk enhancements; recreation center renovations and replacements; snow and ice response; parks and playground refurbishments; ﬁre and police station renovations and replacements; critical bridge replacements; and open space trail and trailhead improvements;

“And use up to 10 percent of such tax revenue to fund a grant pool for non-proﬁt organization projects that serve the people of Boulder and related costs including grant program administration costs in compliance with terms, conditions, and timing adopted

by the city council;

“And in connection therewith, shall the tax revenues and any earnings from the revenues constitute a voter approved revenue change and an exception to the revenue and spending limits of article X, section 20 of the Colorado Constitution?”

WHAT IT MEANS » If approved, this ballot item would forever extend an existing 0.3% community, culture, resilience and safety sales and use tax. The money goes toward maintaining roads, paths, trails, recreation centers, non-proﬁt projects, snow response and infrastructure improvements.

WHAT SUPPORTERS SAY » Extending the tax will allow the city to tackle critically needed capital improvement projects in a timely manner

WHAT OPPONENTS SAY » Opponents are against a permanent tax or say the measure is too broad and doesn’t specify enough what projects the tax money will fund.

Wallach

BOULDER BALLOT ISSUE ORDINANCE 8711

WHAT IT SAYS » “Shall city of Boulder debt be increased up to $262,000,000 (principal amount) with a maximum repayment cost of up to $350,000,000 (such amount being the total principal and interest that could be payable over the maximum life of the debt) to be payable solely from the extension of the community, culture, resilience and safety sales and use tax of 0.3 cents, if separately approved;

“With such debt to be sold as such time and in such manner and to contain such terms, not inconsistent herewith, as the city council may determine, and the proceeds

of such debt and earnings thereon being used to fund city capital improvement projects and non-proﬁt projects that serve the citizens of Boulder payable from such sales and use tax extension including, among other things:

“And in connection therewith,

shall any earnings from the investment of the proceeds of such debts constitute a voter approved revenue change and an exception to the revenue and spending limits of article X, section 20 of the Colorado constitution?”

WHAT IT MEANS » If approved, this measure would fund capital improvement projects by increasing the city’s debt limit. This debt would then be repaid with dollars collected through the Community, Culture, Safety and Resilience Tax in the future, and that tax is also on the ballot. The city seeks to ex-

tend that tax forever, and the debt limit increase is contingent on the Community, Culture, Safety and Resilience Tax extension being approved.

WHAT SUPPORTERS SAY » Extending the tax and increasing the debt limit will allow the city to tackle critically needed capital improvement projects.

WHATOPPONENTSSAY» Opponents are against increasing the city’s debt limit and want to ﬁnd a different way to fund needed infrastructure projects

BOULDER COUNTY BALLOT ISSUE 1A

Open space tax

WHAT IT SAYS » “With no increase in any county tax, shall the county’s existing 0.15% open space sales and use tax be extended in perpetuity for the purposes of acquiring, improving, managing, and maintaining open space lands and other open space property interests, including agricultural open space; and shall the revenues and the earnings on the investment of the proceeds of such tax constitute a voter approved revenue change; all in accordance with board of county commissioners’ resolution no. 2025-36?”

WHAT IT MEANS » If approved, this ballot measure would forever extend the existing 0.15% countywide Open Space Sales and Use Tax that allows the county to acquire, improve, manage and maintain open space land and other

open space property interests, including agricultural open space.

WHAT SUPPORTERS SAY » Extending the open space tax will help the county continue to manage its open space, whether that’s through land acquisitions, maintaining existing open space or meeting agricultural needs, such as preserving soil health and improving water efficiency.

WHATOPPONENTSSAY» The tax in question doesn’t expire until 2030, and the county has other existing and extended open space taxes, so the county should wait to extend this tax until it knows what its long-term needs will be. Farmers are worried that the measure’s language is too focused on land acquisitions and not focused enough on helping farmers.

WHAT IT SAYS » “Shall Boulder County taxes be increased $15 million annually (first full fiscal year dollar increase in 2026) by imposing an additional sales and use tax for three years of 0.15% for the purpose of addressing unmet needs of youth, adults, families, unhoused individuals, and older adults in Boulder County with or at risk of mental health and substance use disorders by providing mental health crisis services; suicide prevention and intervention; mental health and substance use prevention, treatment, and recovery; treatment services for unhoused individuals; and assistance finding appropriate services through community-based organizations, governmental entities, and other options; and shall the revenues and the earnings on the investment of the proceeds of such tax, regardless of amount, constitute a voter approved revenue change; all in accordance with board of county commissioners’ resolution no. 2025-038?”

WHAT IT MEANS » If approved, this item would create a new sales and use tax of 0.15% for three years to

address the unmet needs of youths, adults, families, unhoused people and older adults in Boulder County who have or are at risk of having mental health and substance use disorders. The money from the new tax would fund mental health crisis services; suicide prevention and intervention; mental health and substance use prevention, treatment, and recovery; treatment services for unhoused people; and help for people to ﬁnd the appropriate services.

WHAT SUPPORTERS SAY » The measure, if passed, can keep key programs and services aﬂoat after ARPA funds run out, give the county time to assess the effectiveness of the existing programs and services and potentially provide extra funds to expand mental health services. ARPA, or the American Rescue Plan Act, provided funding to address impacts from the COVID-19 pandemic.

WHAT OPPONENTS SAY » Some doubt that these funds will create transformative change in the county’s system and/or would like to see a stronger proposal.

BOULDER VALLEY SCHOOL BOARD DISTRICT B

Nicole Rajpal

WEBSITE » rajpalforbvsd.com

AGE » 42

YEARS IN DIRECTOR DISTRICT » 13

EDUCATION » Bachelor’s degree in nutritional science, master’s degree in curriculum and instruction.

PROFESSIONAL BACKGROUND » Pediatric dietitian, adjunct faculty at Front Range Community College.

POLITICAL/COMMUNITY EXPERIENCE » Four years on the Boulder Valley School Board, including two years as president and two years as treasurer. Several years on the District Accountability Committee and on school accountability committees.

THE TRUMP ADMINISTRATION IS WORKING TO END TARGETED SUPPORTFORSTUDENTSOFCOLORAND PROTECTIONS FOR TRANSGENDER ANDIMMIGRANTSTUDENTS WOULD YOU ADVOCATE FOR THE DISTRICT TO CONTINUE TO SUPPORT THESE STUDENT GROUPS AND, IF SO, IN WHAT WAYS? » It is our responsibility to support all students in our district. Providing access to high quality learning environments and the targeted supports necessary to ensure all students graduate prepared for college, work and life after high school is embedded in BVSD’s Strategic Plan. If reelected, I would continue to support this work, as well as the efforts to ensure all students, staff and families continue to feel safe, valued and included in our schools.

Rajpal

DECLINING ENROLLMENT AND CONSTRICTED STATE BU DG ET S AR E CREATING A BUDGET CRUNCH FOR SCHOOL DISTRICTS WHERE WOULD YOU CUT BOULDER VALLEY’S BUDGET, IF NECESSARY? »

BVSD is doing an excellent job of utilizing resources available to meet student needs. Continuing to ﬁnd operational efficiencies and evaluating the return on investment for the programs and services BVSD provides is critical. Nearly every decision made and action taken has a ﬁnancial implication. In times of tightening budgets, the best thing we can do is focus resources on the strategic plan initiatives because they are improving outcomes and opportunities for students.

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICT,ANDHOW WOULD YOU ADDRESS IT? »

Budget shortfalls, declining enrollment and the federal government’s attack on public education

My role as a school board member is to ensure our students receive the best education possible through effective governance. That includes helping people understand how school funding works, the type of housing our families prefer, and advocating for public education at the local, state and federal levels Having professional relationships with our elected officials and community leaders is an incredible asset in all of these areas.

BOULDER VALLEY SCHOOL BOARD DISTRICT E

WEBSITE » jeffforbvsd.com

AGE » 62

YEARS IN DIRECTOR DISTRICT » 24

Jeffrey Anderson Anderson

EDUCATION » Doctorate in Atmospheric and Oceanic Sciences at Princeton University, master’s degree in computer science at the University of California Berkeley, bachelor’s degree in computer science and meteorology at the University of Utah

PROFESSIONALBACKGROUND» Scientist at the NSF National Center for Atmospheric Research since 2001 and a senior scientist since 2007, leading the Data Assimilation Research Section. For the last two years, administered the NCAR artiﬁcial intelligence section.

POLITICAL/COMMUNITY EXPERIENCE » Served on BVSD committees since 2001, including eight years on the Fireside Elementary School Accountability Committee, ﬁve years on the Fairview High School Accountability Committee and six years on the Boulder High School Accountability Committee. Served seven years on the BVSD District Accountability Committee, including a year as chairperson. Served on several school onsite review committees at the elementary, middle and high school levels. Serving as co-chairperson of Boulder Valley’s Long Range Advisory Committee since its creation in 2022.

I am committed to providing the best possible education to all BVSD students so that our graduates have happy and successful lives Given the continuing achievement gaps for our historically marginalized groups, it is essential to continue to provide targeted support for these students The current presidential administration has attempted to intimidate states and

districts, including here in Colorado, to implement proposals that would remove these supports. Local control of school districts is fundamental to Colorado, and I believe any attempt by the federal government to interfere with the wishes of our community should be opposed as much as possible

DECLINING ENROLLMENT AND CONSTRICTED STATE BUDGETS ARE CREATING A BUDGET CRUNCH FOR SCHOOL DISTRICTS. WHERE WOULD YOU CUT BOULDER VALLEY’S BUDGET, IF NECESSARY? »

It is essential for the district to protect our core educational programs from negative impacts of reduced funding. If cuts were unavoidable, I would work with the superintendent to identify programs that could be reduced with the least negative impact on instruction. I will try to ensure continued strong funding of the district by supporting the maximum mill levy overrides and appropriate bond issues so that available funds continue to be sufficient. BVSD is very fortunate to have great partners like Impact on Education, the Arly Kruse Educational Foundation and Rise Against Suicide that make significant contributions to the district, and I would do everything possible to continue these collaborations.

WHAT’S

THE MOST IMPORTANT ISSUEFACINGTHEDISTRICTANDHOW WOULD YOU ADDRESS IT? »

The most important issue facing BVSD is how to continue providing the best education to all students during a time of declining enrollment and budget uncertainty. Policies adopted last year identify elementary schools with insufficient enrollment and engage the community to guide actions. Declines in enrollment during the next four years will require a broader, holistic response across BVSD schools and additional policies that support this. Input from a well-informed parent and student community will be essential moving forward to ﬁnd solutions that are the best for all students.

BOULDER VALLEY SCHOOL BOARD DISTRICT E

Deann Bucher

WEBSITE » deannbucher.com

AGE » 61

YEARS IN DIRECTOR DISTRICT » 21 years

EDUCATION» Master’s degree in information and learning technologies from the University of Colorado Denver, Colorado Certiﬁcate of Education from the University of Colorado Boulder, bachelor’s degree in music at the University of Denver.

PROFESSIONAL BACKGROUND »

Working at Fusion Academy Boulder County Retired from BVSD after 27 years, serving both as a teacher and at the Education Center. Worked mainly at Monarch High, but also worked at Angevine Middle and Broomﬁeld High.

POLITICAL/COMMUNITY EXPERIENCE » Participated in several organizations dedicated to advancing LGBTQ rights. Presented equity and diversity training in many settings, worked with the Boulder Latino History Project and is a member of the NAACP

The changes that will limit access to post-secondary experiences for our young people of color, women or for ﬁrst-generation college attendees will be devastating. The limitations on funding from federal sources will bring risks to the mental health of our students. Setting high expectations for all will come with a lack of equitable access Additionally, I am truly afraid for the mental and physical health of our LGBTQia+ students who are being used as scapegoats in the culture war. I would

expect BVSD to go the distance to protect legal and privacy rights.

DECLINING ENROLLMENT AND CONSTRICTED STATE BUDGETS ARE CREATING A BUDGET CRUNCH FOR SCHOOL DISTRICTS. WHERE WOULD YOU CUT BOULDER VALLEY’SBUDGET,IFNECESSARY? »

One problem that will need to be addressed is the discussion of closing schools. I am a strong advocate for neighborhood schools and recognize their importance in uniting neighborhoods and fostering belonging. The difficult decision to cut/close a school could come when the programs available to students begin to be reduced, making the school a less-than-optimal option For example, if not enough students are enrolled in SAAC, drama or any supplemental teacher-provided programs, the quality of the school declines. We want our students to have excellent and equitable opportunities. As a board, we need to evaluate when, or if, the tipping point is reached, and sacriﬁces are necessary

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICT,ANDHOW WOULD YOU ADDRESS IT? »

In the long term, BVSD will experience these disruptive changes amid a nationwide teacher shortage. Some other local districts are using foresight to recruit and retain teachers. While BVSD has had the luxury of drawing teachers to our workforce, the future is uncertain. Let’s see BVSD create programs that would anticipate the shortage. We cannot expect our staff members to pick up the slack and teach extraordinarily large classes when schools are currently running on donated time by dedicated professionals. We are also witnessing teacher burnout due to the high job demands. We must take care of our teachers.

BOULDER VALLEY SCHOOL BOARD DISTRICT F

Ana Temu Otting

WEBSITE » anawithcolorado.com

AGE » 33

YEARS IN DIRECTOR DISTRICT » 7

EDUCATION » Bachelor’s degree in anthropology and bachelor’s degree in political science from Metropolitan State University of Denver

PROFESSIONAL BACKGROUND » Founder and owner of Corazón Printing.

POLITICAL/COMMUNITY EXPERIENCE » Statewide higher education commissioner, community organizer building coalitions for equity and access, advocate for student success and educational opportunity.

THE TRUMP ADMINISTRATION IS WORKING TO END TARGETED SUPPORTFORSTUDENTSOFCOLORAND PROTECTIONS FOR TRANSGENDER ANDIMMIGRANTSTUDENTS WOULD YOU ADVOCATE FOR THE DISTRICT TO CONTINUE TO SUPPORT THESE STUDENT GROUPS AND, IF SO, IN WHAT WAYS? » I would strongly advocate for continuing to support students of color, transgender students and immigrant students. Every student deserves to feel safe, affirmed and seen in our schools. BVSD should expand culturally responsive training for staff, strengthen anti-bullying policies and create consistent practices to ensure equity in discipline and academic placement. As both a woman of color and a longtime equity advocate, I know how essential it is for families to see their children treated with dignity and respect

DECLINING ENROLLMENT AND CONSTRICTED STATE BU DG ET S AR E CREATING A BUDGET CRUNCH FOR SCHOOL DISTRICTS WHERE WOULD YOU CUT BOULDER VALLEY’S BUDGET, IF NECESSARY? »

With declining enrollment and budget pressures, ﬁscal responsibility is critical I believe we must protect classroom experiences ﬁrst and foremost That means prioritizing teachers, support staff and direct services for students. To achieve this, BVSD should regularly audit programs for effectiveness and sunset those that don’t deliver results. Transparency in spending builds trust with families and taxpayers, especially if new funding requests are needed in the future.

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICTANDHOW WOULD YOU ADDRESS IT? »

The most pressing issue facing BVSD is declining enrollment It affects funding, staffing and the viability of neighborhood schools I would address it by leading with transparency and community voice: gathering data on why families are leaving and what draws families in and working with stakeholders to develop solutions. If consolidations become necessary, they must be equitable and accompanied by strong support for students, families and staff throughout the transition By putting people and community input at the center, we can navigate these challenges responsibly.

Bucher

Otting

BROOMFIELD MAYOR

Guyleen Castriotta

WEBSITE » Guyleen4Mayor.com

AGE » 61

YEARS IN BROOMFIELD » 12

EDUCATION » BA Communications

PROFESSIONALBACKGROUND» Private sector — local news producer and network marketing executive. Public sector — nonproﬁt food programs manager.

POLITICAL/COMMUNITY EXPERIENCE » Ward 5 council member, 2017-2021; mayor pro tem, 20192021; mayor, 2021-present.

BROOMFIELD IS WELL KNOWN FOR ITS RAPID GROWTH, ACHIEVING MUCH SINCE ITS TRANSITION INTO ACONSOLIDATEDCITYANDCOUNTY. HOW DO YOU THINK THE CITY’S GROWTH NEEDS TO BE BALANCED WITHENSURINGINFRASTRUCTURE, DEVELOPMENT AND PUBLIC SERVICESCANPROVIDEFORALLITSRESIDENTS? »

In the past four years, we have shifted our priorities from new capital improvement projects to maintaining what we already have. We have outgrown many of our original facilities like the Police and Courts building and the Library. Population growth has also necessitated the need for additional water storage and treatment facilities, which are both underway We need to ensure that essential services like public safety and safe water/sanitation services are prioritized

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, AND HOW WOULD YOU WORK TOWARD THAT GOAL IF ELECTED? »

Housing affordability has been a top priority for City Council since 2019. We passed ordinances for

ADUs and Inclusionary Housing to incrementally increase our income aligned housing stock. We also appointed Broomfield’s first independent housing authority — Broomﬁeld Housing Alliance — to focus on increasing units for those earning between 30% and 70% of area median income. Together, we have created more than 800 affordable units with another 1,000 coming in the next few years. We also created several programs to assist residents with rising costs: a partial property tax refund program for income qualiﬁed seniors, veterans and folks with disabilities, tenant based rental assistance, a utility rate assistance fund, free home repair and painting services and Sunshine Home share to name a few. Council recently updated our zoning codes to allow for a larger variety of housing densities where appropriate.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS. HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? » I served on the State Property Tax Commission and voted to lower the assessment rates to provide tax relief to property owners. Sales tax revenue is also ﬂat so both of these together really impact our budget. It means we have to ruthlessly prioritize the expenditures in order of health and safety, mandates and obligations ﬁrst. In the past four years of disciplined decision making, we have achieved a 20% reserve, paid off existing debt and improved our credit rating twice.

Kimberly Groom

WEBSITE » kimberlyformayor.com

AGE » 56

YEARS IN BROOMFIELD » 50 years

EDUCATION » BS Business Administration — University of Northern Colorado; MS Environmental Management — Denver University; MS Information Management — Regis University.

PROFESSIONAL BACKGROUND » Senior Program Manager — Industries: Augmented Reality (Red 6); Mission Space (Sierra Space), Consumer Goods (Danone North America), Aerospace & Defense (Ball Aerospace); Environmental Remediation (Rocky Flats).

POLITICAL/COMMUNITY EXPERI-

ENCE» Board of Directors & Member — Rotary Club of Broomfield; Board of Directors & Public Affairs Officer — VAREP (Veterans housing non-profit); Board of Directors — Senior Resources of Broomfield; 2017-2021 CCOB Ward 4 Council Member; Early Childhood Council; Rocky Flats Council; Liquor License Authority; BHS JAM volunteer; BHS Football Dinner Mom; FISH Volunteer; Youth Sports Coach (soccer & wrestling) and teacher/school volunteer (Birch, BHMS, and BHS).

Broomfield’s growth must be intentional and balanced As one of the smallest counties in the U.S at just 34 square miles, we must scrutinize every decision and shift from being a growth-oriented community to one focused on maintaining and improving existing facilities and neighborhoods. We cannot continue practices and programs that don’t fit our limited land use Broomfield’s Comprehensive Plan is our North Star for a sustainable future. With the 10-year update due in 2026, we must outline smart

residential growth and commercial development that strengthen economic vitality, protect neighborhoods, and ensure investments in infrastructure and safety keep pace.

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, AND HOW WOULD YOU WORK TOWARDSTHATGOALIFELECTED?»

Housing affordability is a concern for families, seniors, and young professionals, but “affordable” doesn’t mean one-sizefits-all. For some, it’s entry-level housing; for others, it’s downsizing or attainable rentals. Ultimately, it comes down to keeping property taxes low Broomfield has seen a large increase in for-lease units; what we need are more homeownership opportunities. Ownership creates long-term affordability, builds community, and encourages stability. I support partnerships with local businesses, builders, and nonprofits to ensure housing growth is thoughtful and sustainable while protecting neighborhoods from high-density overreach.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Broomfield must return to fiscal discipline. Spending has risen, debt is projected to reach $510M by 2026, and water rates have experienced massive hikes. As Mayor, I will prioritize public safety, infrastructure, and essential services while implementing performance-based budgeting and transparent spending. In addition, supporting existing businesses and restoring economic vibrancy are key to sustaining our future. By re-aligning CCOB priorities, growing our economic base and managing spending carefully, Broomfield can remain resilient without burdening residents with higher taxes and fees.

Castriotta

Groom

BROOMFIELD CITY COUNCIL WARD 1

Elizabeth Law-Evans

WEBSITE » LizInWard1.com

AGE » Old enough for the senior discount at ARC

YEARS IN BROOMFIELD » My entire life

EDUCATION » Broomfield High School; BA, University of Denver; MS, University of Utah; PhD, Colorado State University.

PROFESSIONAL BACKGROUND » Family-owned commercial real estate business for 30+ years

POLITICAL/COMMUNITY EXPERI-

ENCE » Board of FISH, Chamber of Commerce Board, various city committees, Heart of Broomﬁeld, two terms on Broomfield City Council, currently on the Board of Directors of North Metro Fire Rescue District

ALTHOUGH IT’S BEEN DELAYED A FEWTIMES,THEBROOMFIELDTOWN SQUARE DEVELOPMENT IS SLATED TO START IN THE NEXT FEW YEARS IN WARD 1 WHAT DO YOU HOPE THE DEVELOPMENT ACCOMPLISHES FOR THE WARD, IF ANYTHING, AND IS THERE ANYTHING ABOUT IT YOU WOULD CHANGE OR DO DIFFERENTLY? »

A walkable “downtown” is a lovely vision, just as the “Events Center” once was. That project failed and left us owing over $40 million. The developer of Town Square recently told Council they lack equity ﬁnancing, are delaying again, and will cut “niceties” while asking for more public money on top of the $74 million citizens are already committed to pay. I’m not against Town Square; I’m against giving the developer a blank check and endless timeline with zero accountability

WHATDOYOUTHINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING,ANDHOW WOULD YOU WORK TOWARDTHATGOAL IF ELECTED? »

Housing costs have risen far faster than salaries, leaving many in tough situations. Broomﬁeld has always been a hard-working, welcoming community that generously helps neighbors in need. My thoughts:

• Prioritize affordable housing for local residents to make the best use of limited resources;

• Live within our means and budget for core services ﬁrst — put on your own oxygen mask before helping others;

• Respect citizens’ generosity by requiring those in subsidized housing to refrain from drug use or criminal behavior; and

• Establish clear metrics for success, failure, and return on investment so we know what’s working and when to change course.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS. HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Responsible spending and citizen-driven priorities are mandatory Every council decision should be viewed through the lens of citizen priorities and the wisest possible use of taxpayer money. Let’s get back to the basics of citizen priorities. No politics. Just priorities

WEBSITE » www.twissforbroomﬁeld.com

AGE » 46

YEARSINBROOMFIELD» 9 years, in area since 2001

EDUCATION » Bachelor’s in sociology/social work, master’s of library and information science

PROFESSIONALBACKGROUND» I am a public librarian working in adult services with a background in education and project management

POLITICAL/COMMUNITY EXPERIENCE » One of the ﬁrst things I did when moving here was to volunteer at the library and Mountain View Elementary After serving in multiple roles, I am currently chair of the Broomfield Library Board and on the Adams 12 Long Range Planning Advisory Committee.

ALTHOUGH IT’S BEEN DELAYED A FEWTIMES,THEBROOMFIELDTOWN SQUARE DEVELOPMENT IS SLATED TO START IN THE NEXT FEW YEARS IN WARD 1. WHAT DO YOU HOPE THE DEVELOPMENT ACCOMPLISHES FOR THE WARD, IF ANYTHING, AND IS THERE ANYTHING ABOUT IT YOU WOULD CHANGE OR DO DIFFERENTLY? »

The 2025 Community Survey shows that most residents support the Town Square project, with many seeing it as a long-awaited opportunity to create a vibrant, walkable downtown for Broomﬁeld. People want a thriving city center, like our neighboring communities, where they can gather, shop, eat and connect. While delays have been frustrating for neighbors who want to see action on the old Safeway site, developers now say we could see groundbreaking by late next summer. On Council, I will work to ensure the project moves forward with transparency, sustainability and community input

WHATDOYOUTHINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING,ANDHOW WOULD YOU WORK TOWARDS THAT GOAL IF ELECTED? » Affordable housing is one of Broomfield’s biggest challenges. Working families, young adults and essential service workers need opportunities to live near where they work, and seniors need options to stay in their community I support expanding housing through thoughtful zoning updates, a mix of housing types and partnerships with developers on projects that include affordable units. Improving transit and keeping utilities and taxes manageable also helps make living here more attainable I will work collaboratively with residents, builders and regional partners to create solutions that reﬂect community values while meeting the growing need for housing options

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Broomfield has nearly doubled in size since becoming a county, and much of our infrastructure is aging while demand continues to grow. We are well-positioned financially for the challenges ahead, with strong bond ratings and a manageable debt ratio. As your city council member, I will prioritize careful budgeting, focusing on core services, maintaining and upgrading infrastructure and making investments that provide longterm value I support transparent, data-driven decision-making so residents understand where their tax dollars go. I’ll also explore ways to diversify our revenue base, attract quality jobs, and balance fiscal responsibility with strategic investments to keep Broomfield resilient for years to come.

Law-Evans Twiss

Julie Twiss

BROOMFIELD CITY COUNCIL WARD 2

Colin Dielmann

WEBSITE » colinforcouncil.org

AGE » 29

YEARS IN BROOMFIELD » 1.5

EDUCATION » Bachelor’s in Aeronautical Science

PROFESSIONAL BACKGROUND » Teacher & Flight Instructor

POLITICAL/COMMUNITY EXPERIENCE » Unaffiliated/ Committee Chair for Colorado Pilots Assoc., member of EAA, volunteer of many youth events

WHERE DO YOU THINK BROOMFIELD HAS BEEN MOST SUCCESSFUL IN ITS MISSION TO BECOME MORE ENVIRONMENTALLY SUSTAINABLE? AND WHERE DO YOU HOPE TO SEE THE CITY MAKE MORE PROGRESS IF YOU’RE ELECTED? »

Broomfield, Colorado’s primary environmental goals are achieving Zero Waste by 2035 and a 90% reduction in Greenhouse Gas (GHG) Emissions by 2050 However, we do not have much to show for it in terms of tangible results. The city has conducted surveys, workshops, and taken public input, but what does Broomfield have to show for it? This resolution was implemented five years ago and all anyone has noticed was an overdue water infrastructure project that cost an arm and a leg and disposal services that are now city-run Are we any closer to our goal? Was this plan even achievable? If elected, I would like to see the city focus on development that reduces car dependency, reducing emissions and sustainability that reduces utility consumption and maintenance. We can save a lot of money and resources in the long run if we start thinking about the long term.

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, ANDHOWWOULDYOUWORK TOWARDSTHATGOALIFELECTED?»

Some income-aligned hous-

Dielmann

ing policies, such as mandatory inclusionary zoning, have been criticized for exacerbating affordability issues rather than solving them While designed to increase the supply of lower-cost housing, these policies can reduce overall housing production and investment, ultimately driving up market-rate housing costs for many. Supply is the issue and forcing developers back to the drawing board to meet the unprofitable design demands of City Council delay and worsen the supply of housing in Broomfield. The slowing of overall housing production has ultimately undermined any efforts to address affordability. If elected, I will work to increase housing density where appropriate, and encourage mixeduse zoning to grow businesses so that employment can benefit our residents locally.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Our city’s budget is my highest priority. Right now, we are able to pay our debts. But the question is, was about $500 billion in debt worth everything we are going through right now? We are seeing flagrant spending, last minute infrastructure projects and high costs of living. The residents are left with the burden of paying this debt while also struggling to live. I plan to work closely with my colleagues on a comprehensive plan that will bring Broomfield out of massive debt and reduce the cost of living for every resident. This may require some tough decisions, but we will work to make sure that Broomfield has sustainable returns on its investments for the foreseeable future.

Austin Ward

WEBSITE » www.ward4broomﬁeld.com

AGE » 29

YEARS IN BROOMFIELD » 7

EDUCATION » B.A in economics with a business minor; currently working on my J.D.

PROFESSIONAL BACKGROUND » Been on City Council for about four years now, driven for RTD as a bus operator for almost nine years, interned at the 17th Judicial Districts District Attorney’s Office during summer of 2024, and completed a volunteer placement at the Environmental Defenders Office for summer 2025.

POLITICAL/COMMUNITY EXPERIENCE » Served on Broomﬁeld City Council for almost four years (since November of 2021), ran for the RTD Board of Directors in 2020.

WHERE DO YOU THINK BROOMFIELD HAS BEEN MOST SUCCESSFUL IN ITS MISSION TO BECOME MORE ENVIRONMENTALLY SUSTAINABLE? AND WHERE DO YOU HOPE TO SEE THE CITY MAKE MORE PROGRESS IF YOU’RE ELECTED? »

With respect to water, we’ve introduced a tiered water rate structure, implemented a three day a week with time of day watering restrictions, and have changed our landscape code to virtually eliminate water intensive grasses. We’ve also partnered with Solar United Neighbors (SUN), so residents can purchase solar for their rooftops; implemented new EV charging requirements for new developments, updated our building code to be an electric preferred community; reduced parking minimums, creating bike parking minimums, and funding new ped/bike safety projects to encourage people to bike or walk instead of drive. Going forward I’ll continue to ﬁght for solar options for multi-family develop-

ments, increase density as appropriate for the surrounding area, and add transit options throughout the City and County of Broomﬁeld.

WHATDOYOUTHINK BROOMFIELD NEEDS TO DO TO ADDRESSAFFORDABLEHOUSINGINTHE CITY,IFANYTHING,ANDHOWWOULD YOU WORK TOWARDS THAT GOAL IF ELECTED? »

One of the things we are going to be changing is our Inclusionary Housing Ordinance to require both affordable units and cash-inlieu. The cash-in-lieu will allow Broomfield to fund housing projects, either directly or through the Broomfield Housing Alliance, targeting the 30% to 60% AMI income range Additionally, we need to rezone certain parcels in Interlocken to permit mixed-use commercial/residential units on the vacant parking lots of many of the office building lots I’ll work with the tenants and owners of the various commercial properties to create a plan as to where, how, and when that would be appropriate.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS. HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

We are going to maintain our 20% reserves Our biggest project coming out of the general fund will be the expansion of the Police and Courts Building. It’s been timed so that the debt is only taken on after current debts for older buildings have been extinguished, thus maintaining our current debt levels. For all other projects, two primary mechanisms exist: ask the voters for additional revenue, or cut other programs/services and reallocate those dollars to new projects

Ward

BROOMFIELD CITY COUNCIL WARD 3

WEBSITE » www.braun4broomﬁeld.com/

AGE » 37

YEARS IN BROOMFIELD » 9.5

Sarah Braun Braun

EDUCATION » Bachelor of Business Administration in Management Information Systems from University of Georgia; Master of Public Administration from University of Colorado Denver

PROFESSIONAL BACKGROUND » Higher education IT risk management; currently the Assistant Vice Chancellor for Information Security at the University of Colorado Boulder.

POLITICAL/COMMUNITY EXPERIENCE» Serving on Broomﬁeld’s Advisory Committee on Environmental Sustainability and The Outlook HOA Board of Directors, and volunteer with One Broomﬁeld Indivisible.

BETWEEN FASTRACKS AND A GENERAL LACK OF SERVICE IN SOME AREAS, SOME BROOMFIELDERS HAVE CONCERNS ABOUT RTD’S PUBLIC TRANSIT IN THE CITY. HOW WOULD YOU PLAN TO ADDRESS PUBLIC TRANSIT IF ELECTED? »

We have to expand local public transit options and make it easier for residents to incorporate public transit into their routines. I’m an avid user of public transit, and from my 1000+ RTD rides and conversations with neighbors, service availability is a major barrier. The Broomfield Transit Study results are anticipated soon, providing resident feedback on transit services along with recommendations. In addition, I am excited to support the Front Range Passenger Rail, the Colo 7 Multimodal Corridor, and first and final mile transit options — together, these have the potential to increase accessibility and be gamechangers for our area.

WHATDOYOUTHINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING,ANDHOW WOULD YOU WORK TOWARDS THAT GOAL IF ELECTED? »

Housing affordability continues to be a critical issue that requires creative solutions and innovative partnerships. Thoughtfully increasing housing diversity and availability takes time, and the current approach to income-aligned housing puts us on a path where future residents have greater flexibility to choose the housing type that best meets their needs. Alongside that development strategy, Broomfield’s existing housing programs like the Partial Property Tax Refund Program and Broomfield Housing Alliance initiatives must continue to be funded and supported. Wherever residents are in their journey of renting or owning, these are necessary to the health and well-being of all who call Broomfield home.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Anyone should be able to look at Broomfield’s budget and see our community values reflected in where we choose to spend money. As evidenced by the 2026 budget, Broomfield is well-positioned to continue funding priorities with efficiency, sustainability, safety and equity at the forefront. Beyond essential city and county services and regulatory requirements, the power to prioritize lies with Broomfield residents The community has the rare opportunity with the Comprehensive Plan update in 2026 to set the vision for the future, and my hope is that everyone chooses to engage in that process and let their voices be heard!

Pete Crouse

WEBSITE » crouseforbroomﬁeld.com

AGE » 63

YEARS IN BROOMFIELD » Lifelong Broomﬁeld resident

EDUCATION » Some college

PROFESSIONAL BACKGROUND » Restaurant industry for 40 years.

POLITICAL/COMMUNITY EXPERIENCE » Passionate Rotarian and active in making Broomﬁeld stronger with a robust volunteer life.

BETWEEN FASTRACKS AND A GENERAL LACK OF SERVICE IN SOME AREAS, SOME BROOMFIELDERS HAVE CONCERNS ABOUT RTD’S PUBLIC TRANSIT IN THE CITY. HOW WOULD YOU PLAN TO ADDRESS PUBLIC TRANSIT IF ELECTED? »

The City of Broomfield does not have the financial capacity to address public transit in the current budget setting so the best we can do is attempt to influence RTD to respond to our needs.

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING,ANDHOWWOULDYOUWORK TOWARDSTHATGOALIFELECTED?» I am a proponent of “Strategic Density,” density housing around transportation corridors and job centers. Broomﬁeld has done a fabulous job improving housing sup-

ply around 96th Avenue and the U.S. 36 corridor We need to continue to facilitate an environment for private development. Density uses less water and fuel; creates less air pollution heating and cooling; provides rooftops for retail success; creates communities where people can more easily use alternate modes of transportation, with fewer single-occupancy vehicle trips; and allows the market of supply and demand to bring down rent costs.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? » Financial sustainability in the Broomfield City budget is crucial. With budget cuts at the federal level and corresponding cuts at the state level I am concerned about the effect on our lowest income residents I think the councilors elected this round are going to have one of the most difficult terms of all time in the history of Broomﬁeld and I am ready to put a clear eye on the challenge to balance the needs of our residents with the strains on our city ﬁnances

Crouse

BROOMFIELD CITY COUNCIL WARD 4

Larry Hardouin

WEBSITE» larryforbroomﬁeld.com

AGE » 65

YEARS IN BROOMFIELD » 20

EDUCATION » Bachelor’s and master’s degrees in computer science

PROFESSIONAL BACKGROUND » Software development director

POLITICAL/COMMUNITY EXPERI-

ENCE » Neighborhood Board of Adjustment — chairperson; RedLeaf Homeowner Association — president, treasurer; Broomfield Elections — supervisor; Broomfield Library Friends Foundation — president; Code Blue — overnight chaperone for people experiencing homelessness during the winter; Colorado Safe Parking — serving people experiencing homelessness; Broomfield FISH — pantry volunteer during COVID; Habitat for Humanity — helped build homes.

WITH PROPERTY TAXES AND WATER RATES INCREASING FOR BROOMFIELD RESIDENTS, DO YOU THINK CITY-FUNDED ASSISTANCE PROGRAMS SUCH AS THE UTILITY RATE ASSISTANCE FUND ARE GOOD SOLUTIONS TO HELP BROOMFIELDERS? »

The program helps many homeowners and is a good solution The utility rate assistance program has a household income qualiﬁcation limit of 100% area median income (AMI). To apply for utility rate assistance, the income limit is $130,000 for a family of four. Based on the Broomﬁeld website, if all eligible homeowners apply, the assistance costs about $2.75 million a year. The cost would be considered as a part of the overall budget and our Fiscal Sustainability and Resilience goal.

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, AND HOW WOULD YOU WORK TOWARD THAT GOAL IF ELECTED? »

I would work toward a 10-year plan for residential and commercial growth that is balanced as a part of our overall Fiscal Sustainability goal.

Each single-family home costs the city $2,167 to service above the taxes collected from the home. A multi-family home costs the city $636. Commercial real estate covers the difference Affordable housing is often part of a housing inﬁll or part of a PUD land use change from commercial to residential In each case, the original plans and assumptions used to develop the existing residential communities must be examined, including water/sewer infrastructure, parking, noise, trafﬁc engineering and school capacity, and cared for as a part of an overall plan for the new housing community to be successful.

FINANCIALSUSTAINABILITYANDRESILIENCEAREAMONGBROOMFIELD’S TOP GOALS. HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASINGDEMANDSIFYOUAREELECTED?» Infrastructure and traffic are key priorities We need improvements to road maintenance including pothole repair, traffic ﬂow, street safety, and improved trafﬁc light timing to reduce congestion. We must address growing concerns about property crime and street racing. Residents want more police presence, mental health services, and enforcement of ordinances. I would support the preservation of open space and smart development that avoids overbuilding. Most important, I would work priorities in an open and transparent manner, listen to input from residents of Ward 4, and include their input in the decision-making process.

BROOMFIELD CITY COUNCIL WARD 4

Sean McKenzie

WEBSITE » seanforbroomﬁeld.com

AGE » 31

YEARS IN BROOMFIELD » 3.5

EDUCATION » University of Cambridge, Institute for Sustainability Leadership; Georgetown University, McDonough School of Business Coursework at University of Oxford; Louisiana State University; Harvard Business School and Florida International University Private Investigation Certificate from Miami Dade College, School of Criminal Justice

PROFESSIONALBACKGROUND» Consulting and advising professional with nearly a decade of experience across sustainability, ﬁnance and risk management serving multinational, multi-billion dollar companies, government agencies and nonproﬁts. Founder of the McKenzie Institute for Liberating Excellence (MILE), a small business that equips students, families, and professionals to achieve their potential through academic advising, career coaching, and leadership consulting. Prior experience in education, real estate, fast food, and automo-

tive

POLITICAL/COMMUNITY EXPERIENCE

» Current Chair of the Advisory Committee on Environmental Sustainability for Broomfield

Former Youth Director for the Broomﬁeld Community Foundation’s Youth Advisory Council and Advisory Committee Member for the Miami Dade Honors College. Recipient of the U.S. Presidential Volunteer Service Award under President Obama

WITH COSTS LIKE PROPERTY TAXES AND WATER RATES INCREASING FOR BROOMFIELD RESIDENTS, DO YOU THINK CITY-FUNDED ASSISTANCE PROGRAMS SUCH AS THE UTILITY RATE ASSISTANCE FUND ARE GOOD SOLUTIONS TO HELP BROOMFIELDERS?

From my perspective, the Utility Rate Assistance Fund is an important short-term tool, helping seniors, veterans and working families manage rising costs. But it is not a substitute for long-term solutions. The recent steep water rate increase highlighted the need for

incremental planning and infrastructure investment to avoid future shocks. On property taxes, Broomﬁeld’s mill levy has been unchanged since 2001, and state assessment changes may soon bring rates down. My background in ﬁnance and government equips me to balance the books, anticipate risks and make disciplined, sustainable capital decisions

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, AND HOW WOULD YOU WORK TOWARDS THAT GOAL IF ELECTED? »

Broomﬁeld has made progress with inclusionary housing and programs like tenant-based rental assistance, down payment support and Sunshine Home Share, but affordability remains a major challenge. I’m proud of developments like Harvest Hill and The Grove, which serve residents with intellectual and developmental disabilities, yet more must be done. My real estate experience after the 2008 ﬁnancial crisis showed me the dangers of instability, and with our senior population set to double, we must protect those on fixed incomes. Drawing on my consulting

background, I will work with the Housing Alliance, residents, and developers to ensure sustainable, inclusive housing solutions.

FINANCIALSUSTAINABILITYANDRESILIENCEAREAMONGBROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASINGDEMANDSIFYOUAREELECTED?»

Broomﬁeld has built resilience with a 20% reserve, low debt, and an improved credit rating, but we must remain disciplined. That means prioritizing core infrastructure and essential services while shifting toward a maintenance-focused budget model At the same time, we need to strengthen our economic base, support catalytic redevelopment, and grow revenues through commercial activity, not higher residential property taxes My experience advising Fortune 500 companies, combined with my background in economics, including placing third in the U.S. in Economic Analysis and Decision Making with a business society, has taught me how to evaluate tradeoffs, balance risk, and plan sustainably for long-term ﬁscal health.

McKenzie

BROOMFIELD CITY COUNCIL WARD 5

Todd Cohen

WEBSITE » Cohenforcouncil5.com

AGE » 59

YEARS IN BROOMFIELD » 11 years

EDUCATION » Master’s of public administration from University of Washington; BA in political science and BS in journalism from University of Kansas; FEMA certiﬁcation in emergency management.

PROFESSIONAL BACKGROUND » Communication strategy director at UCHealth; previously led marketing communications at University of Kansas and Regis University, and for Great Outdoors Colorado (GOCO) which conserves land and funds outdoor recreation. Began career as a newspaper reporter and editor.

POLITICAL/COMMUNITY EXPERIENCE » City Council since 2021; served 5 years on the Open Space and Trails Advisory Committee; and was twice elected to a city council in Kansas.

WHEN IT COMES TO LARGE, HIGH-DOLLAR PROJECTS LIKE WARD 5’S WATER TANK PROJECT, HOW DO YOU PLAN TO BALANCE PUBLIC NEEDS AND WANTS LIKE ADEQUATE WATERORAPRESERVEDVIEWWITH KEEPING PROJECTS AFFORDABLE WHEN POSSIBLE, IF ELECTED? » Broomfield has respected taxpayers and lived within its means since it became a county in 2001 Thanks to fiscal discipline, we are well positioned to weather a souring economy with ample reserves, low debt ratio and stellar credit scores, unlike other cities that are cutting services, had layoffs or are tapping reserve funds. This financial health will allow Broomfield to efficiently fund necessary infrastructure projects now and maintain our high quality and reliable services. Austerity that puts off projects only drives up costs in the long term and risks more frequent and longer service outages. Read more at cohenforcouncil5.

com/7pts-on-water-rates.

WHATDOYOUTHINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANYTHING, AND HOW WOULD YOU WORK TOWARDS THAT GOAL IF ELECTED?

Broomfield is a metro leader in new housing. With 2,700+ homes now built or under construction since 2021 — including 600 income-aligned — we are reducing the supply deficit that’s driving up prices Another 1,000 affordable homes are in the pipeline via our new housing authority, including 40 for adults with IDD We also allow ADUs and tiny homes, and I supported a new high-density zone near transit hubs. I supported our property tax rebate program for residents who needed help after tax assessments spiked, and our new home buyer assistance program to attract young residents to Broomfield. We also must continue to focus on attracting businesses offering livable wages

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? » We must continue to make smart, visionary investments in infrastructure, sustainability, public safety and staff retention. These decisions deliver a high return on investment for taxpayer dollars. For instance, we expanded our police department, which has given us the metro’s lowest crime rate. Safety, along with reliable utility services, attracts businesses and boosts our economy. Our efforts now to enhance sustainability and reduce greenhouse gases will pay off in the future and are contributing now to our No. 1 most livable and #4th most healthy community in Colorado rankings.

WEBSITE» Chadforbroomﬁeld.com

AGE » 55

YEARS IN BROOMFIELD » 15

EDUCATION » BA Colorado State University

PROFESSIONAL BACKGROUND » Business owner, sales director, sales coach/trainer.

POLITICAL/COMMUNITY EXPERIENCE» Lead Christian men’s group, mentor/coach 24 RE agents, Community chair for the Boy Scouts of Colorado, youth and high School athletic coach

WHEN IT COMES TO LARGE, HIGH-DOLLAR PROJECTS LIKE WARD 5’S WATER TANK PROJECT, HOW DO YOU PLAN TO BALANCE PUBLIC NEEDS AND WANTS LIKE ADEQUATE WATERORAPRESERVEDVIEWWITH KEEPING PROJECTS AFFORDABLE WHEN POSSIBLE, IF ELECTED? » Broomﬁeld’s aging water and sewer infrastructure is an urgent issue that cannot be ignored. Our water towers and systems are critical to ensuring consistent water pressure, which directly impacts public safety, especially when it comes to ﬁre protection and safeguarding our homes. Delaying these upgrades only increases the long-term costs and risks to our community. We need to take a proactive approach, planning and investing in infrastructure now rather than reacting after problems arise Responsible leadership means addressing these essential needs today to protect both our residents and our city’s future.

WHAT DO YOU THINK BROOMFIELD NEEDS TO DO TO ADDRESS AFFORDABLE HOUSING IN THE CITY, IF ANY-

THING, AND HOW WOULD YOU WORK TOWARDS THAT GOAL IF ELECTED? » Br oo mf ie ld ’s housing policies should focus on truly making homes more affordable

Heavy regulations on builders and developers drive up costs, and the current inclusionary housing ordinance is actually making it harder, not easier, for lower-income families to find affordable options Instead of creating barriers, we need to level the playing field so builders and developers can operate more competitively, in line with surrounding cities. By reducing unnecessary costs and regulations while streamlining processes, we can expand housing opportunities and create realistic paths to homeownership for Broomfield residents.

FINANCIAL SUSTAINABILITY AND RESILIENCE ARE AMONG BROOMFIELD’S TOP GOALS — HOW DO YOU PLAN TO PRIORITIZE THE CITY’S FINANCIAL RESPONSIBILITIES WITH INCREASING DEMANDS IF YOU ARE ELECTED? »

Financial responsibility starts with focusing on true priorities — water, safety and infrastructure. Residents are already feeling the strain from higher taxes, fees and utility costs, and City Council must be more disciplined in its spending. We cannot continue to fund every project or idea while ignoring the essentials that protect our community. By making smarter, needs-based decisions, we can address urgent issues without placing further ﬁnancial burden on residents and ensure Broomﬁeld remains sustainable and affordable for families.

Cohen Swenson

Chad Swenson

BROOMFIELD BALLOT QUESTION 1A

Charter update

WHAT IT SAYS » Without changing the substance of the rights and obligations in the Charter, shall the Broomfield Home Rule Charter, adopted in 1974 before Broomfield became a city and county in 2001, be amended to remove outdated provisions and update language as follows: (a) Changing “City” or “municipal” to “City and County” or “Broomfield”, (b) Changing “municipal election” to “coordinated election”, and (c) Correct outdated language in the synopsis to state the correct term of office for a councilmember, which is four-years per the existing Charter. (d) Reference and acknowledge Broomfield’s voter-approved state

and constitutional amendment, Article XX Section 10; and (e) Removing outdated language pertinent to the original adoption of the Charter in 1974.

WHAT IT MEANS » Broomfield’s governing document, the charter, was creating in 1974 before it was a consolidated city and county, so it contains outdated language. If approved, this amendment would change some of the charter’s language without changing any of its substance or obligations.

WHAT SUPPORTERS SAY » No known support

WHATOPPONENTSSAY» No known opposition.

BROOMFIELD BALLOT QUESTION 1B

No dual offices

WHAT IT SAYS: “ » Shall Section 4.6 of the Broomﬁeld Home Rule Charter be amended to provide that a Broomﬁeld elected official cannot concurrently hold two publicly elected offices?”

BROOMFIELD BALLOT QUESTION 1D

Code of ethics

WHAT IT SAYS » “Shall a new Section 4.11 of the Broomfield Home Rule Charter be added to require Council adopt and maintain a Broomfield code of ethics governing disclosure of conflicts of interests, recusals from voting and other standards or code of conduct or ethics, which local ordinance is intended to address the ethical standards for public officials as established by Article XXIX of the Colorado Constitution?”

WHAT IT MEANS » If approved, this item would require that the City Council establish a code of ethics Broomﬁeld has an existing code of ethics in its municipal code that was approved in 2001. However, there is no requirement that such a code of ethics be adopted or remain in the code.

WHAT SUPPORTERS SAY » No known support.

WHATOPPONENTSSAY» No known opposition.

BROOMFIELD BALLOT QUESTION 1E

Emergency ordinances

WHAT SUPPORTERS SAY » No known support.

WHATOPPONENTSSAY» No known opposition.

WHAT IT MEANS » If approved, a Broomﬁeld elected official would not be able to hold any other publicly elected office at the same time.

BROOMFIELD BALLOT QUESTION 1C

Council vacancy

WHATITSAYS» Shall Section 4.7 of the Broomfield Home Rule Charter be amended to provide that individuals selected by Council to fill a councilmember vacancy shall only serve until the next general or coordinated election, at which time the voters shall select a successor, and that a mayoral vacancy shall be filled by the mayor pro tem but only until the next general or coordinated election, at which time the voters shall elect a mayor?

WHAT IT MEANS » If approved, this amendment would change the section of Broomfield’s charter pertaining to filling vacancies on the City Council or a mayoral vacancy. If approved, a council member vacancy would initially be filled by someone appointed by the council, but only until the next general or coordinated election when the

voters would select a new council member. As the charter is currently written, the appointed council member finishes the entirety of the original term. If approved this amendment would also mean that a mayoral vacancy would be filled by the mayor pro tem until the next general or coordinated election when the voters would select a new mayor. As the charter is currently written, a mayoral vacancy is filled in a special election unless vacancy occurs 4 months or less before the next election. General elections are typically held in even-numbered years, and coordinated elections in odd-numbered years.

WHAT SUPPORTERS SAY » No known support

WHATOPPONENTSSAY» No known opposition.

WHATITSAYS» “With no change to the high standard, speciﬁc reasons, and publication requirements required by Charter to approve emergency ordinances, shall Section 6.8 of the Broomﬁeld Home Rule Charter be amended to provide that emergency ordinances take effect immediately after passage instead of eight days after passage?”

WHAT IT MEANS » If approved, this amendment would make an emergency ordinance effective immediately upon passage, rather than eight days later

WHAT SUPPORTERS SAY » No known support

WHATOPPONENTSSAY» No known opposition.

BROOMFIELD BALLOT QUESTION 1F

Intergovernmental agreements

WHAT IT SAYS » “Shall Section 16.2 of the Broomﬁeld Home Rule Charter be amended to provide that Council may approve intergovernmental agreements, which are agreements with other governmental units, by a majority vote; that Council may, by resolution approved at a public meeting, delegate authority to the City and County Manager or designee to enter into such intergovernmental agreements; and that such intergovernmental agreements are public records that may be published on the City and County website?”

WHAT IT MEANS » If approved, this amendment would allow intergovernmental agreements, or IGAs, to be approved by a majority council vote instead of a two-thirds majority. It would allow the council to delegate signature authority for IGAs and to recommend that IGAs be published on the Broomﬁeld website when practical and feasible.

WHAT SUPPORTERS SAY » No known support.

WHATOPPONENTSSAY» No known opposition.

DACONO CITY COUNCIL

Keith Foster

WEBSITE » None

AGE » 58

YEARS IN DACONO » 10

EDUCATION » High school and trade school

PROFESSIONALBACKGROUND» Business owner

POLITICAL/COMMUNITY EXPERIENCE » Volunteer ﬁreﬁghter; business owner; attend community events.

HOW CAN DACONO GROW WHILE KEEPING ITS IDENTITY AS A SMALL COMMUNITY INTACT? »

Dacono can do this by supporting small businesses and communities They could offer grants, crowdfunding and loans to help the local businesses grow and innovate Dacono can also promote community cleanup, which creates a thriving and vibrate sense of community, as well as enhance the overall wellbeing of the residents.

WHAT’S YOUR VISION FOR WHAT DACONO SHOULD LOOK LIKE IN 10 YEARS? »

Dacono in 10 years should like a well promoted community, with healthy infrastructure — thriving self-sufficient community with resources.

WHAT DOES DACONO NEED THAT IT DOESN’T HAVE ALREADY? »

Dacono needs more police presence as well ﬁre and ambulance services as they seem to be stretched thin at times. The emergency response personal we have are great, however they cover a very large area With growth in our city they could be stretched even thinner in the event of emergencies.

Drew Martinez

WEBSITE » None

AGE » 45

YEARS IN DACONO » 7

EDUCATION » Bachelor’s degree

PROFESSIONAL BACKGROUND » Beer brewing; brewery engineering

POLITICAL/COMMUNITY EXPERIENCE » 3 years, Planning & Zoning Commission; 1.5 years, Dacono City Council

HOW CAN DACONO GROW WHILE KEEPING ITS IDENTITY AS A SMALL COMMUNITY INTACT? »

Community input during Planning and Zoning Commission hearings and City Council hearings is essential to keeping the community’s vision of itself intact through growth The City Council can make recommendations to developers during the development process indicating what amenities people desire and what types of development townspeople would like. Public comments during hearings provide the opportunity to hear those desires and interests directly from the public

WHAT’SYOURVISIONFORWHATDACONO SHOULD LOOK LIKE IN 10 YEARS? »

There are a number of developments currently underway in Dacono that will transform the look and feel of the city. With the development of the new City Center, I would love to see municipal improvements like a library, a new downtown with a mix of residential and small businesses, and improvement of our shared outdoor spaces.

WHAT DOES DACONO NEED THAT IT DOESN’T HAVE ALREADY? »

Dacono needs more business development, but that development also needs to ﬁt the needs of the community Business and services follow residential growth and Dacono is on the verge of a large residential growth period. Connectivity between neighborhoods and surrounding communities via a system of trails and parks is also a prime amenity that improves camaraderie across the city while showcasing the range of neighborhoods and lived experiences.

WEBSITE » None

AGE » 54

YEARS IN DACONO » 20

EDUCATION» Computer Science

PROFESSIONAL BACKGROUND » Senior manager, software engineering

POLITICAL/COMMUNITY EXPE-

RIENCE » Dacono City Council; Dacono Planning and Zoning Commission; Dacono Urban Renewal Authority (founding member); various other boards.

HOW CAN DACONO GROW WHILE KEEPING ITS IDENTITY AS A SMALL COMMUNITY INTACT? »

For all this talk about smart growth, it really just comes down to deciding what we want and what we do not want. For example, I helped approve the purchase of the large salvage lot that was in heart of our city along Colorado Blvd and we cleaned it up for future commercial growth. It would be nice to have that space filled with shops and businesses providing the services we all want to have closer to us. Next, the land surrounding the blue water tower is now owned by the city and will become a new city center in the years to come. Everyone will be able to express their opinions on what should be in that area, from restaurants to homes to new amenities that we would love to see available to us. I personally would like to see a school, a library, and various fields for athletics and events. As a founding council member for our highly successful annual Dacono Music Festival, I will always work hard to make sure it gets the funding and space it needs Finally, we need to finish our trail system to connect the entire city so that folks can ride their bikes and really get in a good walk. Let’s all take a break from online social media and go out to meet each other.

WHAT’S YOUR VISION FOR WHAT DACONOSHOULD LOOK LIKE IN 10 YEARS? »

I want a safe, walkable city. One with good streets, more businesses, and more schools Speciﬁcally, we need to give the folks living in Sharpe Farms more exits from their neighborhood We need to pave more east-west roads to take pressure off highway 52 We need to keep water rates low while making sure our other utility providers maintain low rates as well. We need to lower our property taxes as more businesses come in, and we need to keep our sales taxes low. Meanwhile, the city will maintain it’s healthy budget and live within its means. Finally, we must support our police force and maintain good relationships with all the special districts around us that provide ﬁre protection, sanitation, schools, and recreation facilities. I want a Dacono where our kids will have the opportunities necessary for them to work here, play here, and stay here.

WHAT DOES DACONO NEED THAT IT DOESN’T HAVE ALREADY? » We need another K-8 school and a high school of our own Highway 52 needs more lanes added by CDOT and a better means for pedestrians to cross safely. I would also like to add another water park and a new major amenity such as a skate park on the east side of the city near the Glens. We need more restaurants and businesses throughout the city, but especially something near the Sweetgrass neighborhood. Ultimately, the new city center will bring a nice downtown vibe with leisurely, walkable restaurants and shops. Finally, while we currently have a very solid group of folks serving on our city council, we need to ensure this continues with dedicated people who can stay the course. Experience matters.

Foster

Kevin Plain

Martinez

DACONO BALLOT QUESTION 2D

Calling special meetings

WHAT IT SAYS » “Shall the city of Dacono home rule charter be amended to provide a special meeting of the city council may be called upon the written request of the city manager?”

WHAT IT MEANS » Special meetings of the Dacono City Council can currently only be called by the city clerk on the written request of the mayor or two councilmem-

bers If passed, this charter amendment would allow the city manager to also request a special meeting

WHAT SUPPORTERS SAY » There is no known organized support for this ballot item.

WHAT OPPONENTS SAY » There is no known organized opposition to this ballot item.

DACONO BALLOT QUESTION 2E

Conviction of mayor or councilmember

WHAT IT SAYS » “Shall the city of Dacono home rule charter be amended to provide that upon conviction of the mayor or councilmember of a disqualifying crime, the office shall be declared vacant effective on the date of such conviction?”

WHAT IT MEANS » If someone is convicted of a relevant crime after their election or appointment to the office of mayor or councilmember, that office will officially be va-

cant starting the day of the conviction. Disqualifying offenses for the mayor and councilmembers are described in Dacono’s home rule charter.

WHAT SUPPORTERS SAY » There is no known organized support for this ballot item.

WHAT OPPONENTS SAY » There is no known organized opposition for this ballot item.

DACONO BALLOT QUESTION 2F

Compensation of elected officials

WHAT IT SAYS » “Shall the city of Dacono home rule charter be amended to provide that elected official compensation shall be established by ordinance of the city council, provided such compensation shall not be increased or decreased during the term for which the mayor or councilmember has been elected?”

WHAT IT MEANS » Currently, an ordinance increasing pay for Dacono’s elected officials could be approved by voters during a reg-

ular election. This amendment would ensure that the pay for the mayor and councilmembers can’t be raised or lowered while the elected official is serving their term

WHAT SUPPORTERS SAY » There is no known organized support for this ballot item.

WHAT OPPONENTS SAY » There is no known organized opposition to this ballot item.

DACONO BALLOT QUESTION 2G

Mayor and council consecutive terms

WHAT IT SAYS » “Shall the city of Dacono home rule charter be amended to provide that the offices of mayor and councilmember shall be considered separate offices for the purpose of term limits and to clarify that terms are considered consecutive unless they are at least four years apart, as set forth in the Colorado constitution?”

WHAT IT MEANS » The Dacono home rule charter stipulates that no elected official can serve more than three consecutive three-year

terms. This amendment would add that terms are not consecutive if they are more than four years apart. It would also make the mayor and councilmember ofﬁces separate for the purpose of term limits.

WHAT SUPPORTERS SAY » There is no known organized support for this ballot item.

WHAT OPPONENTS SAY » There is no known organized opposition to this ballot item.

FIRESTONE BOARD OF TRUSTEES

John Damsma

WEBSITE» facebook.com/damsma4ﬁrestonetrustee

AGE » 76

YEARS IN FIRESTONE » 17

EDUCATION » Some college, psychology major

PROFESSIONALBACKGROUND» UPS teamster and management for 25 years.

POLITICAL/COMMUNITY EXPERIENCE» Stoneridge HOA president; Parks and Trails Committee; Firestone trustee, 2016-2017; Planning and Zoning Commissioner, 2020-present.

WHATISTHETOPISSUEFACINGFIRESTONETODAY,ANDHOWWOULDYOU ADDRESS IT? »

The current town leadership (mayor, four trustees and town manager) have jeopardized the town’s supply of water received via the Central Weld County Water District (CWCWD) with the CWCWD giving notice to the town of Firestone that they will no longer provide Firestone residents with treated water beginning August 21, 2028, because working with the current town of Firestone’s leadership has become difficult and ﬁnancially unsustainable. Also, the development

of Firestone’s Central Park is seemingly at odds with the vision of the town’s residents. A change of leadership is desperately needed

HOW WOULD YOU PROMOTE THE DEVELOPMENT OF SMALL BUSINESSES IN FIRESTONE, IF ELECTED? »

If elected, I would direct town staff to promote an environment which meets the needs of small businesses Reasonable tax incentives along with realistic zoning requirements are some tools that can be used to make Firestone an inviting place for small businesses to thrive.

DO YOU SEE MORE OPPORTUNITIES FOR FIRESTONE TO PARTNER WITH ITS NEIGHBORING CARBON VALLEY COMMUNITIES GOING FORWARD? »

Partnering with the towns in and near the Carbon Valley is crucial to the overall vitality and economic health each community. We already share emergency services but more collaboration is needed for cultural and civic activities. Fostering good communication and a better working relationship with other towns is a great way to improve the quality of life for the citizens.

WEBSITE » Email mikeamalek@ msn.com

AGE » 75

YEARS IN FIRESTONE » 45

EDUCATION » High school graduate, Broomﬁeld; 2 years, U.S. Navy Advanced Electronics Schools.

PROFESSIONALBACKGROUND» U.S. Navy, Shipboard/Fire Control Radar Tech, 4 years; Storage Technology Corporation, Electronics Product Testing Group, 10 years; Staodynamics, Medical Device Design and Testing Group, 6 years; Covidien/Medtronic, Medical Device QA & Reliability Testing Group, 21 years.

POLITICAL/COMMUNITY EXPERIENCE» Regularly attends Firestone “Chat with a Trustee” meetings.

WHATISTHETOPISSUEFACINGFIRESTONETODAY,ANDHOWWOULDYOU ADDRESS IT? » Having lived in Historic Firestone at the same address for 45 years, my neighbors and I have many concerns and complaints regarding this section of Firestone. We want a voice on the Town board representing Historic Firestone. Our highest concern is affordable, reliable and safe drinking water Also, past and current repairs and upgrades to our water “mains” have been problematical and we want more input on this issue. We feel the Firestone Town board does not “adequately” take into consideration this area’s needs and concerns when planning future developments. We want the Firestone Police Dept. to have a more visible presence in this part of town and we want to have the Historic Firestone core business district revi-

talized and brought into a condition of historic beauty and functionality (per the “Historic Firestone” Master Plan)

HOW WOULD YOU PROMOTE THE DEVELOPMENT OF SMALL BUSINESSES IN FIRESTONE, IF ELECTED? »

To have the historical core Business district in Historic Firestone “revitalized,” creating a nostalgic look representing the original character of Historic Firestone per the “Historic Firestone” Master Plan We want a Directory of Small businesses located within the Firestone town limits made available on the town’s website, plus that list of Small businesses included quarterly with the Firestone monthly water statements Firestone has done a good job in bringing in and supporting small businesses in the “newer” or more recently developed parts of Firestone Additionally, current planned Firestone developments, should expand the availability of small businesses

DO YOU SEE MORE OPPORTUNITIES FOR FIRESTONE TO PARTNER WITH ITS NEIGHBORING CARBON VALLEY COMMUNITIES GOING FORWARD? »

Yes, the Town of Firestone boundaries border the Towns of Frederick, Mead, and the City of Longmont. Firestone must share responsibilities with these neighbors for Traffic Control design and Traffic Enforcement. Firestone must share the Management and Security of regional shopping centers with our neighbors and coordinate with them in the design and management of Regional Parks and Recreation facilities.

Damsma

Malek

Michael Malek

FIRESTONE BOARD OF TRUSTEES

Samantha Meiring

WEBSITE » None

AGE » 50

YEARS IN FIRESTONE » 23

EDUCATION » Bachelor’s degree in Clinical Psychology and English; 1 year Post Graduate work in Clinical Psychology

PROFESSIONAL BACKGROUND » Healthcare Program Manager, currently managing a program for 800 Physicians Assistants and Nurse Practitioners in a large state-wide hospital system

POLITICAL/COMMUNITYEXPERIENCE

» 8 years (2 terms), Firestone Board of Trustees; 3.5 years Carbon Valley Parks and Recreation District Board, 2.5 years as president

Meiring

WHAT IS THE TOP ISSUE FACING FIRESTONE TODAY, AND HOW WOULD YOU ADDRESS IT? »

Co nt in ue d growth and development along the Front Range will continue to impact Firestone The growth will come whether we are ready for it or not. We must ensure that we, as a community, are prepared for this growth and aren’t playing catch-up when it occurs. The goal is to find the balance between mastering the growth and ensuring we maintain what it is that people love about Firestone for current and future residents. All other issues the town is facing stems, at least in part, from

the ongoing growth in the area The Board must also ensure they are communicating with residents more effectively so everyone under what is really happening and why.

HOW WOULD YOU PROMOTE THE DEVELOPMENT OF SMALL BUSINESSES IN FIRESTONE, IF ELECTED? »

The town has done a good job of attracting both big and small businesses to develop here. However, this has largely been in the food service and retail areas. We must leverage all this new development to attract more diverse employment opportunities for local residents that go beyond food service and retail, which includes both small and larger businesses. This involves continued presence where the conversations are held with developers, and promoting a

business friendly environment. All while keeping the needs of residents at the forefront

DO YOU SEE MORE OPPORTUNITIES FOR FIRESTONE TO PARTNER WITH ITS NEIGHBORING CARBON VALLEY COMMUNITIES GOING FORWARD? » There is always opportunity for cooperation between the communities We already share resources like the Parks and Recreation District, the Chamber of Commerce, and we are largely all part of the same school district. I would like to see more communication between the governments of the communities to shape a shared vision, with a little less of the negative competition that can sometimes crop up.

“Alexa, talktothe DailyCamera.”

Do youhaveanAmazon EchoorAmazon Tap? Nowyou canlisten to today’sheadlinesfromyour Daily Cameraonyour Alexa-enabled device. Forafull list of phrases, visitdailycamera.com/apps

LAFAYETTE CITY COUNCIL

Luke Arrington

WEBSITE » Luke4Lafayette.com

AGE » 44

YEARS IN LAFAYETTE » 12

EDUCATION » BA — Political Science, Minor — Biology, MA — Political Science, International Relations & American Politics.

PROFESSIONAL BACKGROUND » 20 Years Commercial Real Estate, Property and Asset Management.

POLITICAL/COMMUNITY EXPERIENCE » 8 Years Lafayette Open Space Advisory Board, 7 Years Lafayette Urban Renewal Authority.

is the most likely to yield results.

AS L AFAY ET TE

GR OW S AN D

CHANGE S, HOW

WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKINGROOMFORNEWRESIDENTSAND BUSINESSES? »

This was an important consideration for our downtown and Old Town areas because this character can’t be manufactured. People see through that, so our eclectic nature is a core part of our local identity.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Growth or surrounding communities, and development along the Baseline + Arapahoe (Hwy 7) corridor, that will see the most change over the next 10 years.

WEBSITE » www.kyleforlafayette.com

AGE » 39

YEARS IN LAFAYETTE » 4 years

EDUCATION » Bachelor’s and master’s degrees from the University of North Carolina at Chapel Hill in Political Science and International Relations.

PROFESSIONALBACKGROUND» Former FBI, USAID (the U.S. Agency for International Development), and State Department Currently advises and consults on national security and foreign policy.

POLITICAL/COMMUNITY EXPERIENCE » Community volunteering, certified Community Naturalist through the Denver Audubon. Extensive experience navigating administration changes and brieﬁng congressional staff in Washington

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY? » Lafayette should lead in implementing regional solutions to major challenges facing our city. Housing affordability, wildﬁre resilience and childcare costs are not things that Lafayette can solve on our own, even with great local policies These issues are complex, and we can tackle them better regionally I believe Lafayette should take a prominent role in such partnerships based on our strong track record of collaboration and effective management; for example, our city’s excellent water resource management But there are many new challenges that we need to grapple with collectively, like ensuring kids’ safety with the massive increase of e-bike use in the area

AS L AFAY ET TE GR OW S AN D CHANGE S, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

Lafayette’s character is why we all love living here, and from my work with USAID, I know that strong communities are built when people feel connected to their institutions and neighbors Preserving Lafayette’s identity and fostering thoughtful growth go hand-in-hand: just look at our new Farmer’s Market, which brings fresh produce from local farmers, supports SNAP recipients and provides a weekly local gathering spot. Similarly, we should continue to invest in things that grow our community and opportunity, including targeted zoning reform, pocket parks, vacant lot development, small business grants and a variety of housing options.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Our most pressing issue is the tremendous uncertainty currently happening in our country. Tariffs, looming cuts in Medicare/Medicaid and other disruptions from the federal government affect our wallets, our rights and our city. Navigating this requires local governments to work more creatively than ever before.

If elected, I’ll bring my experience building partnerships with national security partners to future-proof Lafayette, rather than reacting after a crisis. Two topof-agenda items: 1) Planning for a lack of FEMA funding if another Marshall Fire hits our region, and 2) Supporting residents who may lose their healthcare when the Medicare/Medicaid cuts arrive.

Arrington

Beaulieu

Kyle Beaulieu

LAFAYETTE CITY COUNCIL

Josh Beryl

WEBSITE » tinyurl.com/bdebnc2c

AGE » 45 years old

YEARS IN LAFAYETTE » About 3 years in Lafayette, 15-plus years in the Front Range

EDUCATION » Bachelor’s in Literature, Masters Degree in Education — English for Speakers of Other Languages & Secondary Language Arts.

PROFESSIONAL BACKGROUND » Taught high school for 15 years in the Front Range including English for speakers of other languages.

POLITICAL/COMMUNITY EXPERIENCE » Volunteered for many school board campaigns in Jefferson and Denver Counties and sat on the DCTA Fund which chooses to endorse and donate to school board campaigns in Denver on behalf of the members of the Denver Classroom Teachers Association

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY? » Lafayette is positioned to be a leader in the region and must continue to build coalitions with other local governments. Important policies including tax and minimum wage are not effective if Lafayette operates in a silo. We have the backing and support of the community to push for wide access to affordable housing and environmental responsibility and must capitalize on this opportunity

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

New businesses must be respon-

sible to the community and their employees. One way to maintain the community that we love in Lafayette is to defer to small business, independent entrepreneurs and local revenue over corporate interests and big business. New residents should be welcomed and encouraged to join Lafayette by offering affordable housing, reasonable cost of living, increased minimum wage that allows for working folks to support their families. Contracts, especially with large companies, must include provisions for worker protections, rights to collectively bargain, and strict oversight from the city.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

The most pressing issue for many is safety. I am running to represent and protect the most vulnerable people in our communities, especially people whose identity is under attack and those being proﬁled and unjustly stripped of their constitutional rights. I want to ensure that any law enforcement, including immigration agents, are prohibited from wearing masks and must be wearing visible identiﬁcation at all times as well as verbally identifying themselves when working in public. Lafayette must act reasonably and constitutionally by protecting personal information of those who live in our city so everyone can send their kids to school safely and securely, work and pay taxes. Furthermore the city must act responsibly with other privileged information and contracts with private companies that collect such information including surveillance data that must not be used to circumvent the rights guaranteed in the Fourth Amendment of the U.S. Constitution.

WEBSITE » crystalgallegos4lafayette.org

AGE » 42

YEARS IN LAFAYETTE » 10 years

EDUCATION » Bachelor’s and Master’s degrees in Elementary and Special Education from New York University

PROFESSIONAL EXPERIENCE » Former New York City public school teacher, special education advocate, and currently a local substitute teacher

POLITICAL/COMMUNITY EXPERI-

ENCE » Current Lafayette City Councilor and Council Liaison to the Lafayette Library Board, Lafayette Youth Advisory Board, Highway 7 and Highway 287 Coalitions. Active in the community as an education advocate, volunteer, and substitute teacher, bringing hands-on experience in education and student advocacy to public service.

Lafayette is strongest when we work collaboratively with our neighbors. From leading with projects like Willoughby Corner to partnering through DRCOG, CC4CA and regional coalitions, we’re committed to tackling housing, transportation and sustainability challenges together. Our focus is collaboration, creativity and solutions that beneﬁt not only Lafayette but the entire region.

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

As Lafayette grows, we must

welcome new residents and businesses while preserving the character that makes our community special. Responsible growth means protecting open spaces, honoring our history and culture, and supporting local businesses. Before approving any development, we must ensure our infrastructure; roads, water, schools and other critical services can handle growth By guiding development to appropriate areas and prioritizing thoughtful, sustainable projects, we can provide housing, services and opportunities for future generations while maintaining the quality of life that makes Lafayette unique.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Right now, one of the most pressing issues facing Lafayette is strengthening our local economy while supporting the small businesses that are the heart of our community. They not only drive our economy but also shape the unique character that makes Lafayette such a vibrant and welcoming place. I am committed to ensuring they have the resources, support and opportunities they need to thrive for generations to come

At the same time, vacant commercial spaces along our main corridors are a concern for both economic vitality and community identity. By partnering with our Economic Development team, the Chamber of Commerce, and the Downtown Development Authority, we can attract new businesses to ﬁll those spaces and help them succeed Revitalizing these areas will both strengthen our economy and preserve the vibrancy that makes Lafayette so special

Beryl Gallegos

Crystal Gallegos

LAFAYETTE CITY COUNCIL

Adam Gianola

WEBSITE » http://lafayette.gianola.org

AGE » 47

YEARS IN LAFAYETTE » 19 years in Lafayette, 25 years in Boulder County

EDUCATION » BS Chemical Engineering (University of Nevada), PhD Chemistry (CU Boulder), JD (CU Boulder)

PROFESSIONALBACKGROUND» Patent Attorney for the past decade, now Head of Legal at a battery materials company, Ten-Nine Technologies

POLITICAL/COMMUNITY EXPERIENCE » Volunteer with the city of Lafayette for 10-plus years as member/chair of the Waste Reduction Advisory Committee and member of the Sustainability and Resilience Advisory Board, member of the Community Advisory Committee for the 2021 Legacy Lafayette Comprehensive Plan, member of the Community Sustainability Working Group for the 2021 Lafayette Sustainability Plan, member of the Sustainability and Resilience Advisory Board, member of the Land Use Code Working Group, volunteer leader of the sustainability efforts at Lafayette Art Night Out for many years, a member of the Board of Directors of Kaleidoscope in Lafayette

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES.WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY? » Lafayette is already a leader on these topics and neighboring communities should follow our lead. For example, Willoughby Corner is a triumph in both housing and environmental sustainability and Lafayette and our community partners should be congratulated for this success Lafayette has also been steadily adding to the existing housing stock, and several new developments are under construction, have been approved, or appear close to approval (e.g., Sun-

dar, 40 North, Silo); together, these new developments represent over 1500 additional housing units in Lafayette (an increase of over 10% to the total Lafayette housing stock). While transportation remains a challenge for communities in the area, Lafayette’s 2023 Multimodal Transportation Plan provides a good framework for addressing transportation issues, though regional support is needed

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

Lafayette is a small town at heart and I believe our residents want to preserve that character while allowing thoughtful, common-sense and community-focused development The developments that seem to best fit Lafayette are infill projects that develop vacant land already within the city boundary and projects that repurpose existing buildings for new uses. Lafayette has a large number of commercial vacancies and the city should apply creative solutions to fill those vacancies. Open Space is also very important to Lafayette’s character so we will need to balance any new developments with expansion of our Open Space portfolio.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Although sustainability and resilience are important topics to me, personally, affordability is a pressing issue everywhere and Lafayette is no exception Increases to housing stock are already in motion, but preserving the affordable communities that we already have is one thing the city can do, such as by adjusting zoning to protect our mobile home communities. The city should also do more to protect our ﬁxed-income population, especially if the proposed Capital Bond initiative is approved by voters.

WEBSITE » Being created

AGE » 38

YEARS IN LAFAYETTE » 4

EDUCATION » Bachelor of Science in Management

PROFESSIONALBACKGROUND» Residential Realtor

POLITICAL/COMMUNITY EXPERIENCE » None

Lafayette’s leadership role is evident through the recent recognition for the development of Willoughby Corner, in receiving the DRCOG Metro Vision Award that highlights our commitment to sustainable growth and affordable housing. The city should continue to lead by example, sharing best practices, coordinating with neighboring communities, and developing solutions for shared challenges. Strong regional collaboration ensures that housing, transportation and sustainability initiatives beneﬁt the entire region while building on Lafayette’s successes

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

Balancing Lafayette’s character with growth means encouraging thoughtful development that

preserves our city’s historic charm and diverse, inclusive community. Redeveloping underused commercial spaces is a key solution, turning vacant buildings into shops, offices, and community amenities without sprawling into open land. I would also encourage ADUs to provide additional housing options while maintaining neighborhood character. I would prioritize projects that reﬂect community input, respect Lafayette’s history and strengthen local businesses This will ensure growth that enhances the city’s unique character while creating new opportunities and vibrant neighborhood spaces.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? » Lafayette faces many important challenges, from housing to sustainability, but if I had to highlight one pressing issue, it would be the underuse of vacant commercial spaces. Development has been slow, and with upcoming land use and code changes, it’s crucial to streamline processes that encourage small businesses to invest in Lafayette. Thoughtful redevelopment of these properties can enhance neighborhoods, support local businesses and incorporate environmentally responsible practices. By prioritizing projects that reﬂect our historic character and sustainability goals, Lafayette can strengthen its economy and community amenities while ensuring growth aligns with our values of inclusivity, diversity and responsible development

Gianola Glenn

Rob Glenn

LAFAYETTE CITY COUNCIL

Annmarie Jensen

WEBSITE » annmarieforlafayette.net

AGE » 69

YEARS IN LAFAYETTE » Lived in Boulder County for 37 years, Lafayette for 11.

EDUCATION » B.A. in Political Science and Business, Texas State University; Master’s in Public Affairs, Lyndon B. Johnson School of Public Affairs, University of Texas at Austin.

PROFESSIONAL BACKGROUND »

Over 30 years of public policy experience, state, federal and local levels; Experience includes criminal justice policy, housing, land use, transportation and air quality policy, recycling policy, oil and gas environmental policy, crime victim policy; Founder/executive director of the East County Housing Opportunity Coalition, a nonproﬁt working on affordable housing policy in Eastern Boulder County; Community leader with Together Colorado, a multi-faith, multi-racial organization working to put human dignity at the forefront of public policy.

POLITICAL/COMMUNITY EXPERI-

ENCE » Livable Lafayette task force member; Lafayette Planning Commission member; East Lafayette Advisory Committee (for Willoughby Corner) member; WOW Children’s museum Board member; Flatirons Habitat for Humanity board member, (executive committee); City of Lafayette Zoning and Land Use working group; Lobbied for legislation to support Marshall ﬁre survivors and support renters; Raised and administered funds for legal services for Marshall ﬁre survivors; Together Colorado: Boulder County Organizing Group leader, and Statewide Housing Working Group; Chaired the Boulder County Attainable and Affordable Housing Funding Ballot Committee (County Issue 1B 2023); Boulder Parks and Recreation Advisory Board; Boulder Creek Festival Advisory Board Chair; Board Member, Play Boulder Foundation (funds integrated recreation for people with disabilities); YWCA Boulder County Board

Member and judges choice award winner for 2024 Dancing with the Boulder Stars

Lafayette leads the county in affordable housing and must keep housing at the forefront I also believe regional decision-making needs more transparency — advisory committees currently meet without public notice. We must also pursue region-wide solutions for homelessness On transportation and sustainability, Lafayette should keep collaborating while expanding support for energy efﬁciency, water conservation, and safe bike and transit networks.

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

We can preserve Lafayette’s small-town feel while welcoming growth by improving bike paths, reducing car dependence, and ensuring our zoning allows mixeduse and ﬂexible development — not just single-family homes. This balance creates space for new residents and businesses while protecting community character.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

The biggest challenge is balancing our small-town character with the need for tax revenue to fund parks, open space and cultural programs We should focus economic development along corridors like Highway 287 and South Boulder Road, while adding neighborhood mixed-use projects that foster “15-minute neighborhoods” where daily needs are walkable and bikeable.

Eric D. Ryant

WEBSITE » www.ericryant.com

AGE » 65

YEARS IN LAFAYETTE » 10

EDUCATION» Some college Florida State University

PROFESSIONAL BACKGROUND » Independent business owner, licensed general contractor state of Florida, published author.

POLITICAL/COMMUNITY EXPERIENCE » Ran for City Council 2023, volunteer for Lafayette Chamber of Commerce.

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY » Lafayette actively collaborates with its regional partners and other local municipalities to monitor the pace at which Lafayette grows. Growth must continue, but at a pace that doesn’t push out the people that already live here With the increase in population RTD services throughout the community need to be expanded as well. The city’s affordable housing project, Willoughby Corner, has created 400 rentals and forsale homes and is a viable option for low-income families. Now that this program is in place, Lafayette can illustrate to other communities how effective it is. On environmental sustainability, Lafayette has implemented plans for watershed protection, wildﬁre mitigation and open space preservation Lafayette will continue this course

if I’m elected AS L AFAY ET TE GR OW S AN D CHANGE S, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

It’s important that the council closely monitors how the town grows. One of my focuses is to ensure “Old Town” doesn’t lose its charm and history. I will continue to make sure that our town keeps its appeal by working with local organizations to enhance the overall appearance and continue the preservation of Old Town Lafayette Being a town of only 30,000 people and in the Denver/Boulder metro area, Lafayette must ﬁnd ways to promote the image and get the name out to prospective new residents. Lafayette has done this through hosting community events, like the farmers market.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

The most pressing issue for our citizens is the increased daily living expenses that Lafayette and other local communities are facing. Increased utilities, property taxes, insurance costs and daily expenses, such as food, gas and transportation has made it difficult for many Lafayette residents to live comfortably. Programs that are in place to help our residents need to be expanded. I will also look for new opportunities, such as new federal and state grant programs, to help ease the burden our residents face.

Jensen Ryant

LAFAYETTE CITY COUNCIL

Saul Tapia Vega

WEBSITE » Saul4Lafayette.com

AGE » 32

YEARS IN LAFAYETTE » 30

EDUCATION » Escuela Bilingüe Pioneer, Angevine Middle School, Centaurus High School, Front Range Community College.

PROFESSIONAL BACKGROUND » Small business owner, background in economic development roles and outreach, community engagement and public relations positions, currently serve as the Deputy Director of Community Engagement for the Governor’s Office

POLITICAL/COMMUNITY EXPERIENCE » Before joining City Council, I served on the Lafayette Human Rights Board. I have served as a volunteer for many local, state, and federal campaigns, and been a volunteer for many local organizations, including as a member of the board of directors for the Latino Chamber of Commerce of Boulder County.

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES.WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY? » From addressing affordable housing through Willoughby Corner to prioritizing our sustainability and resilience through the Climate Action Plan, the city of Lafayette has positioned itself as a leader in the region on these issues. I believe that our city should lead regional collaboration and play a key role in partnerships across the Front Range Lafayette’s award-winning work can serve as a model to address these challenges, and can help us ﬁnd comprehensive solutions for all our communities.

AS L AFAY ET TE GR OW S AN D CHANGE S, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM FOR NEW RESIDENTS AND BUSINESSES? »

Lafayette’s small-town charm is something we all love. While our city has grown, this is not unique to Lafayette; our county has grown, our state has grown, and many believe the growth will continue As a city council member, I will take a pragmatic and responsible approach to how our city grows. I will continue to protect open space and the beautiful natural environment in our city, and I will support our local businesses and make Lafayette a place where they can continue to thrive. Additionally, I will take a community-driven approach to growth, allowing our city to anticipate community needs, and continue being a welcoming home to families and businesses.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

The most pressing issue facing the city of Lafayette is the high cost of living. We need a more affordable city; however, we’re not going to see success with a single, one-size-ﬁts-all approach. We need comprehensive solutions to affordability. The cost of living has gotten far too high for Lafayette residents, and this includes the cost of housing, transportation, and childcare, among others. I will continue to advocate for affordable housing initiatives that lower cost and allow residents greater housing diversity and more accessible home ownership, and I will push for results-driven solutions in addressing the cost of childcare. I will work to lower costs and create a welcoming and inclusive city.

WEBSITE » mikeforlafayette.com

AGE » 42

YEARS IN LAFAYETTE » 10

EDUCATION » M.S. Computer Science

PROFESSIONAL BACKGROUND » 10 year US Navy. 8 year Senior Devops/Software Engineer.

POLITICAL/COMMUNITY EXPERIENCE » Just trying to be a good neighbor, helping to shovel snow, etc.

COUNCIL HAS URGED NEIGHBORING COMMUNITIES TO DO MORE ON HOUSINGANDOTHERSHAREDCHALLENGES.WHATROLESHOULDLAFAYETTE PLAY IN REGIONAL PARTNERSHIPSONISSUESSUCHASHOUSING, TRANSPORTATION AND ENVIRONMENTAL SUSTAINABILITY? » We should play the role of a leader, and lead by example. Lafayette, and the cities around us, need to start tackling these problems from a grass-roots level, utilizing the expertise that we have in our local community We’re in a democracy, and we should use the power of government to assist people in making good decisions, not passing new regulations to try to force people to change. Words are the beginning and end of all our problems and all our solutions.

AS LAFAYETTE GROWS AND CHANGES, HOW WOULD YOU BALANCE PRESERVING COMMUNITY CHARACTER WITH MAKING ROOM

FORNEWRESIDENTS AND BUSINESSES? » Eternal economic growth is a fantasy and government, whether local or federal, shouldn’t be focused on turning a profit. Council’s sole priority should be to serve and listen to our residents, and to try to balance and find harmony between differing opinions If we focus only on expansion and profit, then we give more power and influence to those who control more wealth, and I don’t want to sell the character of our city just to improve our bottom line.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLAFAYETTE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Hopelessness and lack of engagement America is full of that right now and local community and local leadership is how we will start to fix the whole system We have a wealth of knowledge and experience in our community, all we need to do is figure out how to work together and listen to each other and utilize what we have. Government starts at the local level and it’s here that we have to start figuring out solutions to national or even global problems. The best thing we can do to start making things better is to start talking with one another, listening to one another, and really staying focused on moving forward on the points most of us agree on.

Vega Watson

Michael Watson

LAFAYETTE BALLOT ISSUE 2C

Tax for facility improvements

WHAT IT SAYS » “Shall City of Lafayette debt be increased $74 million, with a repayment cost not to exceed $120 million (principal and interest), for the following purposes:

Renovating and expanding the Bob L. Burger Recreation Center, including enhanced and expanded aquatics amenities, expanded space for ﬁtness and older adults services, and programming for community members of all ages; Constructing a new Civic Center to replace the existing City Hall, to provide more accessible public services, municipal court, community spaces, and space to support city services; Renovating and repairing the existing Parks/Public Works Service Center to improve the efficiency, delivery, and sustainability of key city services, including snow plowing, utility repairs, and maintenance of our parks, streets, and open spaces. And shall city property taxes be increased not more than $6 million annually to pay such debt, and shall the mill levy be imposed in any year without limitation as to rate but only in an amount sufficient to pay the principal of, premium, if any, and interest on such debt or any refunding debt (or to create a reserve for such payment); such debt to be evidenced by the issuance of general obligation bonds to be sold in one series or more, for a price above or below the principal amount of such

series, on terms and conditions and with such maturities as permitted by law, including provisions for redemption of the bonds prior to maturity with or without payment of premium not to exceed one percent; and shall the proceeds of such debt, refunding debt, and reserves and the revenues from such taxes and any investment income earned from such proceeds and revenues be collected and spent without limitation or condition as a voter-approved revenue change and an exception to the limits that would otherwise apply under Article X, Section 20 of the Colorado Constitution or any other law?”

WHAT IT MEANS » The city of Lafayette is asking for voters to approve a $74 million increase to its debt — which would be repaid through higher property taxes — to upgrade the rec center, build a new city hall and improve public works facilities The city is estimating that for a home valued at $500,000, the monthly increase would be just over $16 per month for an annual increase of $197 per year, according to a spokesperson.

WHAT SUPPORTERS SAY » There does not appear to be any organized support for Ballot Issue 2C.

WHATOPPONENTSSAY» There does not appear to be any organized opposition to Ballot Issue 2C.

LONGMONT MAYOR

WEBSITE » dianecrist.com

AGE » Not speciﬁed

YEARS IN LONGMONT » 32

Diane Crist Crist

EDUCATION » B.S. in Business Administration, Professional Accounting Degree, Advanced Economics Studies, Minor in Mass Communications

PROFESSIONAL BACKGROUND » Owns a business design and development accounting practice, advises dozens of local businesses

POLITICAL/COMMUNITY EXPERI-

ENCE » Current member of Longmont City Council representing Ward 1; current water board liaison, served as Vice Chair of Longmont’s Transportation Advisory Board prior to joining the council, previously served as a Boulder County Election Judge and polling station judge

WHAT DO YOU SEE AS THE MOST PRESSINGCHALLENGEFACINGLONGMONTINTHENEXTTWOYEARS,AND HOW WOULD YOU LEAD THE CITY IN ADDRESSING IT? » We need to come back to being a whole community. Longmont has suffered from a lack of viewing it as a whole, as a comprehensive entity. This lack of integrated view has lead to many consequences such as high Cost of Living, inability for local businesses to thrive, housing — yes — but the more we build, the less affordable it is, and the more segregated it becomes. This is not our vision for our town but the result of treating it as parts rather than parts of a whole. Taking a wide lens organizational view, the Council can better see the “unintended consequences” of actions before implementing them As a Business Development Accountant I am familiar with this organiza-

tional view. Using Pre-sessions with Council to better discuss strengths and weaknesses, opportunities and threats before deciding any action will help us better ﬁnd space for housing, thriving business, and social equity without the pinch points we are currently feeling.

HOWWOULDYOUREPRESENTLONGMONT’S INTERESTS AT THE REGIONAL AND STATE LEVEL, PARTICULARLY ON ISSUES LIKE HOUSING, TRANSPORTATION, AND WATER? »

Prior to Council, I was Vice Chair of the Transportation Advisory Board that helped birth Ride Longmont in tandem with Congressman Joe Neguse’s $1 Million dollar grant Currently, I am part of the North I-25 Coalition working to build I-25 efficiency with CDOT, and the Council Liaison to Longmont’s Water Board. As Mayor I intend to further develop and enhance these established relationships.

HOW WOULD YOU APPROACH RUNNING CITY COUNCIL MEETINGS AND WORKING WITH BOTH RESIDENTS ANDSTAFFTOENSUREDISCUSSIONS ARE FAIR AND EFFECTIVE? »

Fully utilizing pre-sessions and study sessions which are open to the public, recorded, and have an interactive format for Councilors to more fully discuss and analyze the impacts of various solutions, is a way the Council can incorporate differing points of view from the public, staff and fellow Councilors before ﬁnal decision during public meetings This leads to more informed decisions. Currently, the Council often votes before hearing from fellow Councilors who each bring a voice to the table.

LONGMONT MAYOR

WEBSITE » shakeelformayor.com

AGE » 38

YEARS IN LONGMONT » 8

EDUCATION » Ph.D. in Chemistry

PROFESSIONALBACKGROUND» Currently works as a chemist for an aerospace company; has started two businesses in Longmont.

POLITICAL/COMMUNITY EXPERIENCE» Co-founder and former President of LAUNCH Longmont Housing, served on the board of advisers for the Longmont Observer from 2018—2020, moderating city council debates across three election cycles and a U.S. House of Representatives debate; helped found Longmont Public Media and served on its board of advisors from 2020 to 2023; currently on the board of the Longmont Community Foundation, member of the Longmont Professional Standards Unit that reviews police conduct.

WHAT DO YOU SEE AS THE MOST PRESSINGCHALLENGEFACINGLONGMONT IN THE NEXT TWO YEARS, AND HOW WOULD YOU LEAD THE CITY IN ADDRESSING IT? »

The unaffordability of all types of housing is Longmont’s most urgent crisis Our current review processes encourage developers to focus on big projects residents oppose We must create space for Longmont’s children, firefighters, social workers and the city employees. It will take more than 2 years to solve this problem—we have been digging this hole for a while. But we have to start. As Mayor, I’ll lead by bringing new ideas like legalizing townhomes in every neighborhood, a simple reform that has reduced the cost to buy in other cities by $300,000 And well-intentioned laws aren’t

enough—we need to ensure that city processes support the outcomes we are trying to achieve.

HOW WOULD YOU REPRESENT LONGMONT’S INTERESTS ATTHEREGIONALANDSTATELEVEL, PARTICULARLY ON ISSUES LIKE HOUSING, TRANSPORTATION, AND WATER? »

I’d leverage Longmont’s standing as a national leader on climate change and resilience to inﬂuence other Boulder County cities to build their fair share of housing for regional workers. For transportation, I’ll hold RTD and state officials accountable for the promises they’ve made to Longmont. That includes a train by 2029 and bus rapid transit to Boulder by 2027 I’ll emphasize making Longmont’s public transit stops walkable and bikeable And I’ll ensure Longmont doesn’t lose access to water we paid for when the Colorado River Compact is renegotiated in 2026.

HOW WOULD YOU APPROACH RUNNING CITY COUNCIL MEETINGS AND WORKING WITH BOTH RESIDENTS ANDSTAFFTOENSUREDISCUSSIONS ARE FAIR AND EFFECTIVE? »

The Mayor’s most important function is to foster the consensus needed to do the people’s business City Council meetings are too focused on procedure and underemphasize the voice of residents who can’t stay late into the night because of work or childcare. As Mayor, I’ll reach and hear from residents where they are by appearing on local podcasts, using social media and being ﬁndable at city festivals. And I’ll keep meetings focused on the big picture so that our excellent staff can be less burdened by administrative trivia.

Shakeel Dalal

Dalal

LONGMONT MAYOR

Susie Hidalgo-Fahring

WEBSITE » susieforlongmont.com

AGE » 53

YEARS IN LONGMONT » 20

EDUCATION » ECE Associates Degree, BA in Visual and Performing Arts, Elementary Education Endorsement, Certiﬁed Bilingual Cross-Cultural Language Acquisition Development.

PROFESSIONALBACKGROUND» Public school teacher in St. Vrain Valley School District.

POLITICAL/COMMUNITY EXPERI-

ENCE » Current member of Longmont City Council serving as Ward 3 councilmember and Mayor protem; TBD Colorado Initiative, legislative liaison for St. Vrain Valley Education Association, has also served as Vice President of SVVEA, served on the SVVEA bargaining team, and as Northern Colorado Regional Representative on the Colorado Education Association Equity Council for Race and Culture, volunteered as a catechist for St. John the Baptist Catholic Church and costume designer/seamstress for the Longmont Dance Theatre

WHAT DO YOU SEE AS THE MOST PRESSINGCHALLENGEFACINGLONGMONTINTHENEXTTWOYEARS,AND HOW WOULD YOU LEAD THE CITY IN ADDRESSING IT? »

Longmont’s most pressing challenge is balancing rising infrastructure and service costs with declining revenues, particularly a sharp drop in use tax that funds much of the city budget. At the same time, the city faces major capital needs, such as water treatment upgrades, ﬂood resilience projects, and inﬂationary pressures on staffing and services our community expects and deserves. The mayor’s role is to navigate to ensure balance in maintaining critical infrastructure while keeping rates and taxes affordable Over the next two years, I commit to taking the lead

in transparent budgeting, phased rate adjustments, diversifying revenue sources, and prioritizing equity to protect Longmont’s ﬁnancial stability and quality of life.

HOW WOULD YOU REPRESENT LONGMONT’S INTERESTS AT THE REGIONAL AND STATE LEVEL, PARTICULARLY ON ISSUES LIKE HOUSING, TRANSPORTATION, AND WATER? »

It is essential Longmont has a voice at the regional and state level where decision that impact us are being made. As mayor, I will push for resources and regional solutions to address gaps in affordable housing and “missing middle” options. On transportation, Longmont must secure its fair share of RTD and CDOT investment by protecting local services, while ensuring projects like BRT and rail are fulﬁlled. On water, securing external funding for critical upgrades and collaborating on conservation is essential. The mayor must be a coalition builder and advocate, so Longmont attains our fair share of investment to thrive My current experience on City Council has positioned me well to know the needs and how to advocate for them at a larger scale.

HOW WOULD YOU APPROACH RUNNING CITY COUNCIL MEETINGS AND WORKING WITH BOTH RESIDENTS ANDSTAFFTOENSUREDISCUSSIONS ARE FAIR AND EFFECTIVE? »

While the mayor has the obligation to run effective and efficient meetings, constituent input and perspective is essential in ensuring we are addressing the appropriate needs and priorities of this community. I lead by treating others with dignity and respect, I intend to lead with this standard. I listen to understand, pursue solutions that support residents, and strive to bring balance and professionalism to Council decorum.

WEBSITE » levison4longmont.com

AGE » Not speciﬁed

YEARS IN LONGMONT » 28

EDUCATION » B.A. from Franklin and Marshall College

PROFESSIONAL BACKGROUND » Former city councilmember; has worked in various forms of political advocacy in Colorado.

POLITICAL/COMMUNITY EXPERIENCE » Former member of Longmont City Council from 2007-2015, created the RISE program while on council that helped to lift families out of poverty, Bright Eyes committee member, served on the boards of the Boulder County League of Women Voters, El Comité board, Rotary Club of Niwot board, twice elected to the Colorado Municipal League board, Colorado Municipal League Policy Committee; served on several boards of the National League of Cities boards, including the Youth Education and Family Council board, Appointed Chair of the FAIR (Finance Administration and Intergovernmental Relations) board, Museum board, Neighborhood Leader for the Historic Eastside Neighborhood, Economic Vitality Taskforce member.

WHAT DO YOU SEE AS THE MOST PRESSINGCHALLENGEFACINGLONGMONTINTHENEXTTWOYEARS,AND HOW WOULD YOU LEAD THE CITY IN ADDRESSING IT? »

Our challenge is to work together to address development and housing and the rising cost of living. Let us take a deep breath, pause and allow the city to absorb the impacts of the last few years. As Mayor, I will ask the new council to vote for a moratorium on new

housing starts The City of Longmont collects 3.53% tax on food you purchase to consume at home If you spend $10,000 a year or $192.30 a week the city tax amounts to $353 per year. The Mayor and city council have the power to end a tax. As Mayor, I will end the tax on food.

HOWWOULDYOUREPRESENTLONGMONT’S INTERESTS AT THE REGIONAL AND STATE LEVEL, PARTICULARLY ON ISSUES LIKE HOUSING, TRANSPORTATION, AND WATER? »

One of the most important roles of a Mayor is to accurately represent the official direction and policy established by a vote of the city council. As the city’s representative, you must stand ﬁrmly for the adopted policy positions. Whether you are attending a regional meeting or a state-level meeting, it is mandatory to follow the adopted policies I will apply this to housing, transportation and water.

HOW WOULD YOU APPROACH RUNNING CITY COUNCIL MEETINGS AND WORKING WITH BOTH RESIDENTS ANDSTAFFTOENSUREDISCUSSIONS ARE FAIR AND EFFECTIVE? »

The Mayor must strike a nuanced balance when presiding over the Council meeting on Tuesday night. The regular and study session meetings must honor both the time of council, staff and the public. I will work with the city manager and council to develop an agenda that is reasonable, planning adequate time for public input and council deliberations Public input helps to inform the council from a different point of view.

HidalgoFahring

Levison

Sarah Levison

LONGMONT CITY COUNCIL AT-LARGE

Steven Altschuler

WEBSITE » steve4longmont.com

AGE » Not speciﬁed

YEARS IN LONGMONT » 18

EDUCATION » Some college

PROFESSIONALBACKGROUND» Entrepreneurship, 35 years as a Colorado small business owner (Oasis Interiors, Inc.)

POLITICAL/COMMUNITY EXPERIENCE» Longmont City Council candidate in 2021, former trail guide, youth soccer coach, tennis instructor, and horseback riding instructor; marathon runner and avid hiker; has been actively involved in attending Longmont City Council meetings for a decade

WHAT IS YOUR TOP PRIORITYIFELECTED, AND WHY? »

In 2022, Longmont conducted a survey of what citizens were most unhappy about. The top three answers were traffic, crime and homelessness These will be my top priorities. Our current council has completely ignored the people and built hundreds of high-density apartments since then, and done nothing about crime or homelessness. We need to make sure that the homeless people we help are Longmont citizens who have fallen on hard times. We cannot help everyone. When Denver has their “sweeps,” they end

up bussing their homeless up here. That must stop!

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? »

24% of the cost of ALL housing is city fees If the city would signiﬁcantly reduce these exorbitant fees, then a $600,000 home would be about $460,000 The mortgage would be about $1,000 less per month. I’d like to push converting apartments into condos so younger folks can have the opportunity to get into the real estate market. A one or two-bedroom condo should cost the same, or less, than a rental. Plus, they would have an investment, a tax write-off, a depreciable asset and perhaps a room to rent out

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

We will never be able to please everyone all the time, but citizens need to reach out to council members by e-mail, attend meetings and meet their council. I have been a businessman for over 35 years. Businesses, and the taxes they pay, are the engine that allows every city to run. I commit to going to at least 10 Chamber events per year and being available to the business community, and attend the Farmers Market and the monthly Coffee with Council events to speak to citizens in person.

Altschuler

LONGMONT CITY COUNCIL AT-LARGE

Alex Kalkhofer

WEBSITE » alexforlongmont.com

AGE » 39

YEARS IN LONGMONT » 17

EDUCATION » BA in television/radio from Marietta College

PROFESSIONALBACKGROUND» Currently works as a senior logistics manager for Teledoc Health, background in supply chain inventory management and warehouse operations.

POLITICAL/COMMUNITY EXPERI-

ENCE » Longmont Elks Lodge Board of Trustees, City of Longmont Transportation Advisory Board, Boulder County Advisory Board for the Community Action Program.

WHAT IS YOUR TOP PRIORITY IF ELECTED, AND WHY? » Transportation is my top priority as Longmont needs safer, more connected streets that work for all road users We deserve a transportation system that reduces crashes, improves access to schools and jobs, and supports our businesses. As Chair of the Transportation Advisory Board, I focus on practical solutions such as better signal timing, protected pedestrian crossings and bike lanes, smarter road design, and stronger coordination with RTD and CDOT. Safer streets save lives, ease congestion, and strengthen local commerce. I will hold RTD accountable for delivering the service our community deserves and demands. When we provide more reliable options, it clears space for other users.

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? »

The costs for infrastructure upgrades, like traffic lights, water taps, and utility connections, have signiﬁcantly gone up over time. This drives up the cost of developments, which increases the selling price for units. If we lower the costs for infrastructure upgrades, developers must pass those savings to buyers, signing contracts to enforce this I’ll also streamline permitting for affordable and workforce housing and partner with FRCC and SVVSD to build a local skilled trades pipeline, reducing project delays and costs. Aligning housing with transportation planning lets families live closer to work and school, cutting household costs while preserving open space. Additionally, I support fee deferrals for projects that commit to longterm affordability.

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

I believe that representation starts with listening. I’m committed to regular office hours in different neighborhoods, multilingual outreach, and surveys focused on renters, small business owners, and working families who can’t always attend meetings I’ll formalize early engagement with labor and small business groups, neighborhood associations, youth, and seniors on major projects.

WEBSITE » lembkeforlongmont.com

AGE » Not speciﬁed

YEARS IN LONGMONT » 14

EDUCATION » M.S in mechanical engineering, M.Eng., Engineering Management, both from the University of Colorado Boulder

PROFESSIONALBACKGROUND» Currently works as a manufacturing engineer manager for Scythe Robotics, background in product management, engineering and technology.

POLITICAL/COMMUNITY EXPERIENCE » Founder of RCV for Longmont, a campaign that advocates to bring ranked choice voting to Longmont; held a Colorado Voting Reform leadership position for the Colorado Forward Party, serves on the board of directors for Ranked Choice Voting for Colorado.

WHAT IS YOUR TOP PRIORITY IF ELECTED, AND WHY? »

Affordability is my top priority. In Longmont, 14,000 households pay more than 30 percent of their income in rent, making them rent-burdened. The taxes that we levy on local downtown companies are much higher than those on big-box stores. I would work to implement a more progressive tax structure for both businesses and residents. I would also implement policies that would reduce the cost of housing.

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? » I support several measures to make housing more affordable Strongtowns, a housing-ad-

vocacy organization, outlines six policies that can make a city “housing-ready.” I advocated at city council to implement two of those policies, legalizing backyard cottages and eliminating parking mandates The remaining policies I back are allowing single-family homes to be converted to a duplex by right, legalizing starter homes in all residential areas, eliminating minimum lot size requirements, and streamlining our approval process for new homes. I would also champion a bold change to our property tax system by implementing a land-value tax (LVT) that is revenue-neutral. Under LVT, buildings receive an exemption, while most of the tax is levied on the land itself.

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

To ensure everyone is represented in city council decisions, we need to eliminate our current minority-rule election system and adopt ranked choice voting (RCV). In the mayoral race, a candidate can win with as little as 26 percent of the vote. For the at-large seats, a winner can be elected with only 21 percent. That system forces candidates to cater to a narrow, cohesive minority rather than the broader electorate. There is an advocacy group called Ranked Choice Voting for Longmont; you can learn more on their website. I’m encouraged that the current council has referred RCV to a study session, and that most candidates running in this election support it

Kalkhofer Lembke

John Lembke

LONGMONT CITY COUNCIL AT-LARGE

Jake Marsing

WEBSITE » jakemarsing.com

AGE » 30

YEARS IN LONGMONT » 30

EDUCATION » BA in history, MA in curriculum & instruction

PROFESSIONAL BACKGROUND » Freelance political consultant, campaign manager and legislative aide for Sen. Mike Foote, current social studies teacher at Frederick Senior High. School.

POLITICAL/COMMUNITY EXPERIENCE » Served on Longmont’s HOPE Homeless Outreach Facilities Committee, August 2018 — November 2019. Member of Longmont’s Housing and Human Services Advisory Board, December 2018 — November 2020. Executive Committee Member of the Boulder County Democratic Party, Au-

gust 2018 — November 2020. Mentor for “Run for Something,” a progressive political organization that recruits young people to run for office on the local level, July 2018 — November 2020.

WHAT IS YOUR TOP PRIORITY IF ELECTED, AND WHY? »

Longmont is at a crossroads. We can become a city where only the wealthy thrive, or a place where folks come and go without putting down roots. But, there’s a third path: a Longmont for everybody My priority is making sure working families can afford to live and thrive here. That means tackling the cost of housing, protecting the sustainability of our community, and addressing the crisis working families face in childcare. Right

now, the average family in Longmont pays more for daycare than tuition at CU Boulder. I’m the only candidate prioritizing lowering costs for parents and supporting providers so families aren’t forced to choose between work and care.

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? »

The biggest gap in Longmont’s housing market is for-sale homes that working families can afford. Too much of what’s being built today are either high-end single-family houses or large apartment complexes. That leaves teachers, nurses, ﬁrst responders and young families with no realistic path to ownership or equity. I’ll push to prioritize building more for-sale housing, not just apartments. I’ll ﬁght to keep corporate investors from buying up our neighborhoods and turning them into rental stock,

which drives prices higher and puts ownership further out of reach.

Affordability is about giving working people the chance to buy a home, build stability, and put down roots in Longmont

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

I’ve knocked on thousands of doors in this campaign because I believe leadership starts with listening But, listening isn’t enough. Residents often share concerns and feel like nothing changes

I’ve made a simple commitment: If you reach out to me, you’ll hear back, and you’ll see me take action. I’ll answer every constituent within 24 hours and never decline a meeting. I learned the value of that approach handling constituent service in the Legislature, where solving problems for neighbors, regardless of politics, was my job.

Marsing

LONGMONT CITY COUNCIL AT-LARGE

Crystal Prieto

WEBSITE» crystalforlongmont.org

AGE » 34

YEARS IN LONGMONT » 34

EDUCATION » AA in Criminal Justice, BS in Human Services with a concentration in high-risk youth studies from Metro State University

PROFESSIONALBACKGROUND» Currently works as a family development specialist for the Emergency Family Assistance Association, background working as a community liaison and youth mentor for St. Vrain Valley schools

POLITICAL/COMMUNITY EXPERIENCE » Youth ministry teacher at Word Alive Church Thornton, Longmont Housing and Human Services Advisory Board

WHAT IS YOUR TOP PRIORITY IF ELECTED, AND WHY? »

My top priority if elected is to strengthen our local safety net programs and make affordable, attainable housing a reality for families of all shapes and sizes. Too many of our community members are struggling with the rising cost of living, leaving them unable to save and vulnerable when unexpected life events occur Housing and other basic needs, like food, childcare, and healthcare, are essential to a family’s well-being When families have stability, they thrive, and when families thrive, our community grows stronger. That’s why I will work to ensure strong resources are in place to support people in hard times, while making sure future development prioritizes cost-burdened families and helps them move into homeownership when they are ready. Longmont should be a

place where families can live and build a lasting future for themselves and their children.

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? »

I would pursue state and federal grants to provide incentives for developers to include affordable units, while prioritizing nonprofit developers committed to long-term community benefit. I would also expand mixed housing options, such as accessory dwelling units (ADUs), in ways that fit the character of our neighborhoods. Beyond development, we need stronger partnerships with local banks to streamline homeownership, continued support for down payment assistance, and prioritization of Longmont residents for these opportunities. I would also bolster our Housing and Community Investment team and support workforce development programs that help families build financial stability. Affordable housing isn’t just about buildings, it’s about giving families the tools to thrive.

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

Representation starts with access. I would prioritize more opportunities for input, hold meetings at accessible times and places, expand translation and interpretation services, and ensure surveys reﬂect Longmont’s diversity. I would also create culturally responsive spaces and show up in more diverse places in an effort to build more trust between the city and community

WEBSITE » votesage.com

AGE » Not speciﬁed

YEARS IN LONGMONT » 4

EDUCATION » BFA in Theatre from the University of Southern California, MBA from the University of Miami Herbert Business School.

PROFESSIONAL BACKGROUND » Marketing and consulting background

POLITICAL/COMMUNITY EXPERIENCE » Secretary at USC Alumni club of New York, HOA member, served on the board of numerous nonprofit theater companies in New York.

WHAT IS YOUR TOP PRIORITY IF ELECTED, AND WHY? »

The primary responsibility of an At-Large Councilmember should be to represent the citizens of Longmont. That will be my top priority. I’m not here to push my agenda— I want to protect what each of us loves about Longmont, and to collaborate with my community on plans for the future. I do believe existing organizations can work together more effectively. For example: using RTD’s FlexRide service to transport open-enrolled schoolchildren would reduce morning trafﬁc. Promoting agricultural leaders like Jack’s Solar Garden and Ollin Farms, who already lead the nation in agrivoltaics and regenerative farming, can also help us provide healthy food for our community City Council should foster and promote these connections, which I pledge to do.

WHAT POLICIES WOULD YOU SUPPORT TO MAKE HOUSING MORE AFFORDABLE IN LONGMONT? » We should be building smaller With falling birth rates, dwindling household size, and rising costs, it simply makes sense. Smaller homes are less expensive to build, maintain, heat and cool. Small, single-story homes are great for an aging population and also make great starter homes. Building near amenities and transportation can help make car ownership unnecessary, further increasing affordability. Building residential above commercial space, creating “missing middle” housing (duplexes/triplexes), and offering direct incentives to homeowners for building ADUs can help increase density without sacriﬁcing the character of a neighborhood.

HOW WOULD YOU MAKE SURE ALL RESIDENTS FEEL REPRESENTED IN CITY DECISIONS? »

I spent two decades on non-proﬁt boards, where I learned the importance of direct, continuous engagement with the community. We must be creative: hosting unique events, partnering with community organizations and providing regular online and offline touchpoints with policymakers to ensure everyone has a voice. We must also earn back the trust of the public, who are generally soured on “politics as usual.” We must honor our conservation easements (such as Kanemoto Estates) and keep our promises to protect land (Distel/Tull) unless there is a referendum. Together, we create a stronger Longmont.

Prieto Sage

Riegan Sage

LONGMONT CITY COUNCIL WARD 2

Matthew Popkin

WEBSITE » popkinforlongmont.com

AGE » 34

YEARS IN LONGMONT » 4.5

EDUCATION » Master’s in Public Policy from the University of Maryland, College Park, 2014; BA in Government & Politics, Minor in Sustainability from the University of Maryland, College Park, 2013.

PROFESSIONAL BACKGROUND » Rocky Mountain Institute — Manager, U.S. Cities & Communities Team, 2019-present; Sustainable Strategies DC — Senior Associate, 2015-2019; USSF Soccer Referee Grade 7 & 8, 2008-2022.

POLITICAL/COMMUNITY EXPE-

RIENCE » Longmont City Councilmember Ward 2, January 2025-present; Longmont Urban Renewal Authority, Chair, February 2025-present; Longmont Planning & Zoning Commission, Commissioner, 2023-2025; Longmont Brownﬁelds Advisory Committee, Board Member, 2023-present; Colorado Agrivoltaic Learning Center, Board Member, 2024-present; Metropolitan Washington Soccer Referees Association, President/Board Member/Director of Referee Development, 2014-2022

WHAT ROLE DO YOU SEE THE VANCE BRAND AIRPORT SERVING IN THE LONGMONTCOMMUNITYGOINGFORWARD? »

Our airport has the potential to be an innovative hub for aviation and a sustainable, modern community asset that is a community destination in its own right—complete with a restaurant, lounge, event and meeting space, library extension, and perhaps even an rec center Additionally, if we leverage our city-owned electric utility, we could attract innovative electric aviation companies directly to Longmont and enable partnerships with the St. Vrain Innova-

tion Center for student projects, internships, and job training.

LOOKING AHEAD, HOW CAN LONGMONT GROW SUSTAINABLY? »

Longmont is quickly becoming the largest city in Boulder County. We need to take control of our future instead of letting development ‘happen’ to us. As a city, we need to proactively manage how and where we grow to transform our old industrial sites, including the Sugar Mill and lower downtown, into a true eastern gateway to Longmont with housing, retail, and public spaces. In fact, this is why I got involved 3 years ago and what I’m actively working on. This will preserve our city’s character and nature, clean up environmentally hazardous sites, reduce development pressures from existing neighborhoods, increase housing options for all residents, support our growing community of small businesses, and slow trafﬁc growth.

IF ELECTED, WHAT MEASURES WOULDYOUTAKETOPRESERVEAND PROTECTTHECITY’SOPENSPACE?»

Longmont’s Open Space is personally special to me, as I got married at Sandstone Ranch overlooking the St Vrain ecosystem. We need to fully implement our Open Space Master Plan by adding more Open Space and trail connections. In August, I secured unanimous City Council support to add 17 new acres of land to our Open Space program In May, I also led the creation of an “urban renewal innovation zone” to reduce red tape and make it easier for quality developers to redevelop our old industrial sites Fully implementing this will be critical to reduce pressure to build closer to our core Open Space areas

WEBSITE » teresa4longmont.com

AGE » 56

YEARS IN LONGMONT » 12.5

EDUCATION » Penn State, BS in Communications, cum laude; Georgetown University Law, JD.

PROFESSIONAL BACKGROUND » Over 25 years in government at the federal, state, county, and municipal level including time as Town Clerk of Nederland, Assistant Boulder County Attorney, and 7.5 years at the City of Longmont (left in 2021).

POLITICAL/COMMUNITY EXPERIENCE » Decades of working with elected officials, including city councils, as well as nonprofits, business organizations, and cultural ambassadors; served on multiple boards throughout the years; also raised my family here and children attended SVVSD schools.

WHAT ROLE DO YOU SEE THE VANCE BRAND AIRPORT SERVING IN THE LONGMONTCOMMUNITYGOINGFORWARD? »

I am committed to finding solutions that both address our need to keep our airport open, while also addressing concerns over noise and financial instability. In talking with our airport users and with residents living near the airport, I truly believe there is common ground on which to build a better, more sustainable future for our airport. I have a specific plan to attack our issues, jointly and collaboratively, and I believe that our shared goals are achievable.

LOOKING AHEAD, HOW CAN LONGMONT GROW SUSTAINABLY? »

Longmont has been experienc-

ing, particularly in Ward 2, something of a free-forall in growth over the last few years, but that has been almost entirely in the form of apartment buildings I would strongly advocate we take a coordinated growth approach that considers each project’s ability to meaningfully meet an identiﬁed community need (such as affordable, senior, and/or transit-accessible housing) and the project’s impacts on traffic, noise, safety (including emergency response and preparedness), and character of the existing neighborhood. We should be willing to tell a developer that their plan isn’t a great ﬁt for us, and we need to build the kinds of neighborhoods that we would actually want to live in.

IF ELECTED, WHAT MEASURES WOULDYOUTAKETOPRESERVEAND PROTECTTHECITY’SOPENSPACE?» The preservation of Open Space and the Kanemoto Conservation Easement have been a cornerstone of my campaign. I am absolutely opposed to terminating the Kanemoto Conservation Easement; any reasonable reading of the original contract between the Kanemoto family and Boulder County clearly indicates that the land was granted for $10 under the assurance that it would be a conservation easement in perpetuity. As for Open Space, government is only a steward of that land; it belongs to the people It was purchased with public dollars with the assurance that it would remain Open Space. Changing that designation, in my mind, requires a vote of the people.

Simpkins

Teresa Simpkins

Popkin

LOUISVILLE CITY COUNCIL WARD 1

Josh Cooperman

WEBSITE » www.coopermanfor louisvilleward1.org/

AGE » 42

YEARS IN LOUISVILLE » 6

EDUCATION » BA in physics from Williams College, MPhil in history and philosophy of science from University of Cambridge, MSci and PhD in physics from University of California, Davis.

PROFESSIONALBACKGROUND» Tutor in physics, Visiting assistant professor of physics at Bucknell University, Postdoctoral fellow at Bard College, Postdoctoral researcher at Radboud Universiteit Nijmegen.

POLITICAL/COMMUNITY EXPERIENCE » Louisville City Council member for Ward 1 since November 2024; Candidate for Louisville Mayor in 2023; Member of Louisville Sustainability Advisory Board from January 2021 through October 2024; Member of Louisville Bee City USA Committee since March 2023; Facilitator for SNAP at Louisville Farmers’ Market; Volunteer for Safe and Sustainable Connections, Citizens for a Vibrant Sustainable Louisville, and Open Space and Parks Sales Tax Extension campaigns; Petitioner on Citizens’ Initiative to Prohibit New Gasoline Stations in Louisville; Founder of Louisville Sustainability Alliance; Author of Sustainable Louisville Colorado blog.

HOW SHOULD LOUISVILLE BALANCE NEW HOUSING AND DEVELOPMENT PRESSURESWITHPRESERVINGCOMMUNITY CHARACTER? »

As a thriving city beloved by its residents, Louisville owes its success to our community character. City Council bears responsibility for keeping Louisville thriving. Bolstering economic vitality and confronting housing affordability are crucial. Louisville cannot revitalize its commercial centers and create affordable housing without some development. We must preserve downtown Louisville’s charm by incentivizing reuse of historic buildings and designing new buildings to maintain architectural integrity We should not simply build housing: we should create neighbor-

hoods with unique yet consonant character. Where new meets existing development, we should implement transitions and mitigate impacts. Louisville can protect what we love and build what we need

WHAT’SONEAREAWHEREYOUTHINK THE CITY SHOULD INVEST MORE RESOURCES? » Louisville should invest more resources in resilience to the effects of climate change. These effects have already impacted Louisville severely, having likely exacerbated the 2013 Colorado Floods and Marshall Fire. Louisville should mitigate further climate change by meeting its science-based goals for greenhouse gas emission reductions. Louisville should develop and implement adaptation plans including tree canopy expansion, absorbent landscaping, hardscape removal and ‘cool’ building design. Louisville should better prepare for emergencies by joining the Boulder Office of Disaster Management, assisting residents and businesses with structure hardening, adopting wildland-urban interface codes and responsibly managing open space.

WHAT DO YOU SEE AS THE MOST PRESSING ISSUE FACING LOUISVILLE RIGHTNOW,ANDHOWWOULDYOUADDRESS IT IF ELECTED? »

A dearth of affordable housing is the most pressing issue currently facing Louisville, adversely affecting our social cohesion, economic vitality, carbon footprint and school enrollments. Louisville needs affordable housing for everyone from young families to in-commuting employees to downsizing empty nesters. City Council progressed this year: we initiated updates of our inclusionary housing ordinance, discussed uses for $2 million in dedicated funds, permitted accessory dwelling units and reviewed a proposal for missing middle housing. Making significant progress will require enshrining a compelling vision for affordable housing in our updated Comprehensive Plan I will work resolutely to establish and realize this vision.

WEBSITE » DeniseForLouisville.com

AGE » 57

YEARSINLOUISVILLE» 46 years on Front Range, 2½ in Louisville

EDUCATION » BA Sociology, CSU, 1991

PROFESSIONAL BACKGROUND » I was a social worker until my son was born, then became a stay-athome mom and volunteer. Have worked as a personal trainer for the last 10 years

POLITICAL/COMMUNITY EXPERIENCE » 6 years Thompson School District Board of Education; 8 years Thompson Education Foundation Board of Directors; 13 years Race Director Loveland Classic 5k/10k charity run; PTO President at my kids’ elementary and middle schools; Board President, Thompson Valley Preschool; Board Treasurer, Loveland Preschool Coop; Chairperson, Healthy Kids Walkathon Fundraiser; Board President, Forging Youth Resilience, Boulder.

HOWSHOULDLOUISVILLEBALANCE NEW HOUSING AND DEVELOPMENT PRESSURES WITH PRESERVING COMMUNITY CHARACTER? »

The irony is that the community character we all love is what drives the development pressure, which in turn drives the need for new housing. The key to managing the pressure is to be proactive about it rather than reactive. We need to make sure we have a set of clear development mandates and guidelines that align with our shared deﬁnition of community character so that we are driving development on our terms rather than leaving it to the developers. As for housing, we should provide incentives

to developers to bring forward projects that include a variety of housing types — smaller homes, patio homes, ADUs, multi-family units — of a scale and appearance that do not conﬂict with our community character.

WHAT’S ONE AREA WHERE YOU THINK THE CITY SHOULD INVEST MORE RESOURCES? »

Change is inevitable and development pressure is real and ongoing. I think we could invest more resources, both money and human capital, in involving our citizens in the development process by soliciting their input and listening to what they have to say. People will feel they have some ownership of development if they feel their concerns have been heard, and we could do more to include residents and business owners throughout the development process.

WHAT DO YOU SEE AS THE MOST PRESSING ISSUE FACING LOUISVILLERIGHTNOW,ANDHOWWOULD YOU ADDRESS IT IF ELECTED? »

I think we need to focus more on supporting our small, local businesses. Louisville can be a difﬁcult place to do business. Property values and rents are some of the highest in the region, and like it or not, a recurring complaint is that the City makes it more difficult than it should be to start or relocate a business here. We should re-examine our policies and practices and remove any unnecessary or outdated requirements that stand in the way of small business success Our local businesses are a signiﬁcant part of the community character we cherish We should treat them as such.

Cooperman Montagu

Denise Montagu

LOUISVILLE CITY COUNCIL WARD 2

Judi Kern

Judi Kern did not return the questionnaire.

LOUISVILLE CITY COUNCIL WARD 3

Dietrich C. Hoefner

WEBSITE » N/A

AGE » 37

YEARS IN LOUISVILLE » 9

EDUCATION » Lafayette College (A.B., Engineering), University of Colorado Law School (J.D.)

PROFESSIONAL BACKGROUND » Attorney

POLITICAL/COMMUNITY EXPERIENCE » I served on the Louisville Planning Commission from 2018 — 2023 I have served on Louisville City Council since 2023.

HOW SHOULD LOUISVILLE BALANCE NEW HOUSING AND DEVELOPMENT PRESSURESWITHPRESERVINGCOMMUNITY CHARACTER? »

Louisville can achieve this balance through smart development guided by our community plans. We recently adopted the city’s ﬁrst Housing Plan, which lays out strategies to add needed housing while respecting what makes Louisville special. Council is also near-

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ing completion of a community-driven update to the city’s Comprehensive Plan, which will guide development decisions for years to come. Both documents will help us ensure that new housing and development are consistent with Louisville’s most important values. Louisville has always been a community of evolution, growing from a small coal-mining town into one of the most desirable cities on the Front Range. It’s essential that we honor that past while also embracing the future with policies that promote affordability, sustainability and innovation.

WHAT’SONEAREAWHEREYOUTHINK

THE CITY SHOULD INVEST MORE RESOURCES? »

Louisville should continue to invest in the priorities that keep our community safe, resilient and vibrant. Council has recently been focusing on core services, which are the everyday functions like pub-

lic safety, infrastructure and utilities that residents rely on in dayto-day life. These are the foundation upon which everything else is built and represent one of the most important expectations residents have of local government. By ensuring core services are strong, we give ourselves the capacity to invest in other priorities with conﬁdence.

WHAT DO YOU SEE AS THE MOST PRESSINGISSUEFACINGLOUISVILLE RIGHT NOW, AND HOW WOULD YOU ADDRESS IT IF ELECTED? »

Our most pressing issue is ensuring that Louisville evolves in ways that keep it strong, connected and resilient. Comprehensive land-use planning is central to this effort. At the same time that many families struggle to afford a home here, we face signiﬁcant commercial vacancies and underutilized spaces as retail patterns shift. The upcoming Comprehensive Plan update will be a crucial tool to align housing, economic development and land use so that Louisville can adapt while staying true to its core values.

Hoefner

Kern

LOUISVILLE

Residential rezoning

WHAT IT SAYS » “Shall the City of Louisville adopt an initiated ordinance amending Chapter 17.16 of the Louisville Municipal Code to prohibit residential rezoning of the following properties: Centennial Valley (consisting of the property within the 2015 Centennial Valley General Development Plan); Redtail Ridge (consisting of the property within the 2010 ConocoPhillips General Development Plan); and Avista Adventist Hospital (consisting of the property within the 2002 Avista Adventist Hospital General Development Plan); and to create an exception to such prohibition for the development of housing that includes 30% on-site deed-restricted affordable housing limited to households at or below eighty percent (80%) of the area median income (AMI)?”

WHAT IT MEANS » If passed, the ballot measure would add an ordinance to Louisville’s municipal code prohibiting the city from rezoning land in several areas for residential use: Centennial Valley, Redtail Ridge and the Avista Adventist Hospital area. “Zoning” is a local government’s rules for what can be built in different areas of town. The initiative provides exceptions for developments that include 30% affordable housing for households with an income of 80% of the area’s median income or less.

In Louisville, 80% of the area median income for 2025 would be about $104,000 for a family of four, according to the Colorado Department of Local Affairs.

The Redtail Ridge development

in Louisville is a 389-acre property north of U.S. 36 and west of Northwest Parkway. In 2024, Louisville City Council approved a step in the redevelopment of Redtail Ridge, an area that could develop into a large biotechnologyand health-care-centric business park on empty land, BizWest has reported. AdventHealth Avista is expected to build a new hospital on the site to replace the existing facility at 100 Health Park Drive, BizWest reported Centennial Valley Business Park is near the interchange of U.S. 36 and McCaslin Boulevard.

WHAT SUPPORTERS SAY » Ballot Question 301 was brought to voters through a petition led by a group called Love4Louisville The petition was signed by over 1,000 residents as of July 2, when it was ﬁled with the city clerk’s office Supporters of the measure say without a 30% affordability requirement in newly rezoned areas, developers will likely build market-rate and luxury homes that most people can’t afford.

WHAT OPPONENTS SAY » A coalition of residents called Louisville Together lists over 50 “community members” and elected officials opposed to the initiatives, including Mayor Chris Leh and all of the sitting City Council members. Opponents say the measure would create one of the “highest zoning requirements in the country,” and would stop affordable housing projects, drive up home prices, and push families, workers, and young people out of Louisville.

LOUISVILLE BALLOT QUESTION 301

Developer fees

WHAT IT SAYS » “Shall the City of Louisville adopt an initiated ordinance amending Chapter 3.18 of the Louisville Municipal Code to increase the categories of capital facilities for which impact fees are imposed in connection with new development (specifically including library, transportation, parks and trails, open space, recreation, emergency services, municipal buildings, water, wastewater, sewer, flood control, and affordable housing); require a new impact fee study by June 1, 2026 and updated studies every five (5) years thereafter by outside consultants; and require the formation of an Impact Fee Liaison Committee to advise City staff and consultants?”

WHAT IT MEANS » If passed, the measure would expand impact fees for developers. At present, the city of Louisville imposes impact fees on developers to offset increased demand for facilities, including libraries, transportation, and parks and trails. The resident initiative would expand those impact fees to open space, recreation, emergency services, municipal buildings, water, wastewater, sewer, ﬂood control and affordable housing. The measure would also require that a new impact fee study be prepared by June 1, 2026, and for an updated

study to be prepared by an independent entity at least once every ﬁve years It would require the formation of an Impact Fee Liaison Committee to advise city staff and consultants during the development of the study. That committee would be formed by representatives from other advisory boards and commissions.

WHAT SUPPORTERS SAY » Ballot Question 301 was brought to voters through a petition led by a group called Love4Louisville. The petition was signed by over 1,000 residents as of July 2, when it was ﬁled with the city clerk’s office Supporters of the measure say it would ensure developers pay their fair share as they build, which the supporters say causes taxpayer costs to rise due to increased burden on infrastructure like parks and water

WHAT OPPONENTS SAY » A coalition of residents called Louisville Together lists over 50 “community members” and elected officials opposed to the initiatives, including Mayor Chris Leh and all of the sitting City Council members. Opponents of the measure say that increasing impact fees will deter new business from Louisville, stalling the city’s growth and economy.

ST. VRAIN VALLEY SCHOOL BOARD DISTRICT B

Peggy Kelly

WEBSITE » peggycares4kids.com

AGE » 76

YEARS IN YOUR DIRECTOR DISTRICT » 25

EDUCATION » Bachelor’s degree in nursing at the University of Colorado.

PROFESSIONAL BACKGROUND » Hospital staff nurse, Boulder Valley School District nurse, Visiting Nurse Association ﬁeld nurse.

POLITICAL/COMMUNITY EXPERIENCE» Taught Constitution classes in the community for ﬁve years, trained with Crisis Response International as a level one disaster responder and as a chaplain, taught middle school science for 13 years in a Christian school.

I will have to fact check what the current administration has actually said in regard to this question and confirm the source of this statement.

AS A LARGE SCHOOL

DISTRICT,ST.VRAINVALLEYHASAREASWITHDECLININGENROLLMENT, LEADING TO UNDER ENROLLED SCHOOLS, AND OTHERS WITH RAPID GROWTH, REQUIRING THE DISTRICT TO BUILD NEW SCHOOLS HOW SHOULD THE DISTRICT HANDLE THOSE TWO EXTREMES? »

Superintendent Kapushion addressed this issue at the September town hall meetings stating that the district has a plan for shifting enrollment numbers. I will wait to learn what the plans are when they become available

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICTANDHOW WOULD YOU ADDRESS IT? » Most importantly, the “what” facing the district is the question of what issues are facing families and kids, which in turn impact the district.

WEBSITE » hadleyforstvrain.com

AGE » 55

YEARS IN YOUR DIRECTOR DISTRICT » 16

EDUCATION » Bachelor’s degree in journalism from the University of Arizona.

PROFESSIONAL BACKGROUND » Business consultant with experience helping organizations solve problems and work better together.

POLITICAL/COMMUNITY EXPERIENCE » Graduate of Leadership St Vrain and former President of Grassroots St. Vrain; served on Parent Advisory Boards at Niwot Elementary and Sunset Middle; chaired the Annual Online Auction Committee for the Niwot High School Education Foundation for three years; helped pass the 2016 bond; and advocated at the State Capitol for fair public school funding.

THE TRUMP ADMINISTRATION IS WORKING TO END TARGETED SUPPORTFORSTUDENTSOFCOLORAND PROTECTIONS FOR TRANSGENDER ANDIMMIGRANTSTUDENTS.WOULD YOU ADVOCATE FOR THE DISTRICT TO CONTINUE TO SUPPORT THESE STUDENT GROUPS AND, IF SO, IN WHAT WAYS? » Public schools have a responsibility to educate and protect all students. When students feel safe and respected, they are able to learn and thrive I would support following Colorado’s state policies that protect these groups, while also making sure every student feels welcome in our schools. This is part of creating safe and respectful schools where differences are valued as strengths

AS A LARGE SCHOOL DISTRICT, ST VRAIN VALLEY HAS AREAS WITH

DE CL IN ING ENROLLMENT, LEADING TO UNDER-ENROLLED SCHOOLS, AND OTHERS WITH RAPID GROWTH, REQUIRING THE DISTRICT TO BUILD NE W SCHO OL S. HOW SHOULD THE DISTRICT HANDLE THOSE TWO EXTREMES? »

Our district faces different challenges in different areas. Some schools are under-enrolled, while others are full and need new buildings. I believe we must plan carefully, using data and listening to families, so that changes meet the needs of students and communities. Solutions may include creative models like K—8 schools, making adjustments to transportation or building new schools where growth is fastest. The goal is to keep schools close to communities while being responsible with taxpayer money. This reﬂects my commitment to smart growth and ﬁscal responsibility.

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICTANDHOW WOULD YOU ADDRESS IT? »

One of the biggest challenges ahead is how we use technology in safe, positive and effective ways. Tools like AI can help teachers and students, but we also need to protect student privacy and make sure technology is not a distraction from learning. I would support investing in strong technical services, staff training and clear policies so students can use technology wisely. As a board member, I see my role as setting clear direction, listening to students and families and making sure our schools stay focused on both safety and opportunity. This ties to fostering academic excellence and innovation.

Kelly Solomon

Hadley Solomon

ST. VRAIN VALLEY SCHOOL BOARD DISTRICT D

John Ahrens

WEBSITE » None

AGE » 64

YEARS IN DIRECTOR DISTRICT » 24

EDUCATION » Studied film and communication at Adelphi University, transferred to NYU, one year at Hartford Graduate School.

PROFESSIONAL BACKGROUND » EMT and mountain rescue volunteer, sports television producer, COO of a snowboard company with a patent, owned a local business.

POLITICAL/COMMUNITY EXPE-

RIENCE » Eight years on the St. Vrain Valley school board from 2014 to 2022 Served on the Innovation Center board, St. Vrain Education Foundation, the Erie Urban Renewal Authority and the Erie Citizen Police Academy. Currently on the Thorne Nature Center for Kids board.

THE TRUMP ADMINISTRATION IS WORKING TO END TARGETED SUPPORT FOR STUDENTS OF COLOR ANDPROTECTIONSFORTRANSGENDER AND IMMIGRANT STUDENTS

WOULD YOU ADVOCATE FOR THE DISTRICT TO CONTINUE TO SUPPORT THESE STUDENT GROUPS AND, IF SO, IN WHAT WAYS? »

Every student deserves to discover their path forward. Colorado’s open enrollment policy allows families to choose the learning environment that best fits their needs. Whether in smaller

schools, K-8 models or our diverse high school programs — including aerospace, energy, technology, IB and P-TECH — all students should feel that every door is open to them.

AS A LARGE SCHOOL DISTRICT, ST. VRAIN VALLEY HAS AREAS WITH DECLINING ENROLLMENT, LEADINGTOUNDERENROLLEDSCHOOLS, ANDOTHERSWITHRAPIDGROWTH, REQUIRINGTHEDISTRICTTOBUILD NEW SCHOOLS. HOW SHOULD THE DISTRICT HANDLE THOSE TWO EXTREMES? »

St. Vrain has been a leader in ﬁnancial responsibility, maintaining one of the strongest bond ratings in the state. Allowing us to pass some bonds while also building new schools without raising taxes. Having strong ﬁnancials will be paramount in keeping schools open that serve our community

WHAT’S THE MOST IMPORTANT ISSUEFACINGTHEDISTRICTANDHOW WOULD YOU ADDRESS IT? » Supporting every student, maintaining strong fiscal stewardship and ensuring that schools remain a place where innovation thrives and all students are prepared for the future. A focus on the finances builds opportunity. Education shouldn’t be reflective of any administration

WEBSITE » None

AGE » 48

YEARS IN DIRECTOR DISTRICT » 16

EDUCATION » Master’s degree in systems engineering from Pennsylvania State University, bachelor’s degree in computer engineering technology from Prairie View A&M University, bachelor’s degree in physics from Sam Houston State University

PROFESSIONAL BACKGROUND » Engineer at BAE Systems, Inc Former instructor at Johns Hopkins University, former engineer at The Raytheon Company and Lockheed Martin, former science and math teacher.

POLITICAL/COMMUNITY EXPERI-

ENCE » Active in robotics, Leadership St. Vrain, school accountability committees, STEM education, parent volunteer in schools, Boy Scout and Girl Scout leader, member of Alpha Kappa Alpha Sorority, leader and member of National Society for Black Engineers and president of local Denver Professionals Chapter, Society of Women Engineers member, Girls Inc volunteer, volunteer with food banks, homeless shelters and libraries.

I believe fully in our district’s mission statement to educate each student in a safe learning environment so that they may develop to their highest potential and become contributing citizens. We advance this through close partnerships with families, ensuring excellent teachers in every classroom, and prioritizing strong academics coupled with career-connected learning. This comprehensive approach means all students have access to the resources, support and opportunities they need to succeed academically and personally. Every child deserves to feel safe, valued

and equipped to become a contributing citizen.

AS A

LARGE SCHOOL

DISTRICT, ST. VRAIN VALLEY HAS AREAS WITH DECLINING ENROLLMENT, LEADING TO UNDER ENROLLEDSCHOOLS,ANDOTHERSWITH RAPID GROWTH, REQUIRING THE DISTRICT TO BUILD NEW SCHOOLS HOW SHOULD THE DISTRICT HANDLE THOSE TWO EXTREMES? »

The board’s role is ensuring efficient use of taxpayer resources and assets. This requires examining enrollment data, building utilization and the unique needs of each community across our 411 square miles. St Vrain’s strength lies in leveraging economies of scale across the system, and our strong ﬁnancial foundation allows us to bolster academic resources in smaller communities like Lyons while simultaneously building new schools in high-growth areas like Mead, Erie and the Carbon Valley. Strategic planning that balances enrollment trends with community needs ensures we maintain educational excellence districtwide. Every decision must prioritize student success while being ﬁscally responsible to taxpayers who invest in our schools.

WHAT’S THE MOST IMPORTANT ISSUE FACING THE DISTRICT AND HOW WOULD YOU ADDRESS IT? »

Public schools are the heart of any community. As increasing demands are placed on schools, we must maintain focus on our foundational mission: rigorous academics, school safety and ﬁscal stewardship, while simultaneously balancing innovation Workforce learning pathways, robotics, focus programs, outstanding ﬁne arts, championship athletics are all critical to providing students the best education possible Our students will enter careers that don’t exist today, so we need both strong academic foundations and opportunities to explore diverse interests and skills. The challenge is sustaining this balance while responding to the rapid pace of global change. Success means every student graduates prepared academically, personally and professionally for their future.

Ahrens

Babbs

Meosha Babbs

ST. VRAIN VALLEY SCHOOL BOARD DISTRICT E

Jocelyn Gilligan

WEBSITE » None

AGE » 41

YEARS IN DIRECTOR DISTRICT » 2

EDUCATION » Bachelor’s degree in ﬁnance from the University of Colorado Boulder. Chartered Financial Analyst (CFA) and Certiﬁcate in Investment Performance Measurement (CIPM) designations.

PROFESSIONAL BACKGROUND » Cofounded a consulting firm that helps investment managers around the world comply with the Global Investment Performance Standards. Previously worked at Ernst and Young in New York, later expanding to work in Shanghai and Hong Kong.

POLITICAL/COMMUNITY EXPERIENCE » Previously served on the executive board of the Central Elementary PTO and advocated for safer routes to schools. Secretary on the High Plains Bank board, board member for the Women in Performance Measurement Network.

Yes. I’m conﬁdent that our district will do everything we can to continue to support these groups It is our responsibility to provide high-quality education to every student who walks through our doors, regardless of where they come from, how they identify or what they look like.

AS A LARGE SCHOOL DISTRICT, ST VRAIN VALLEY HAS AREAS WITH DECLINING ENROLLMENT, LEADING TO UNDER ENROLLED SCHOOLS, AND OTHERS WITH RAPID GROWTH, REQUIRING THE DISTRICT TO BUILD NEW SCHOOLS. HOW SHOULD THE DISTRICT HANDLE THOSE TWO EXTREMES? »

We are fortunate that St Vrain has not seen the rapid declining en-

rollment that other districts have experienced. I think we are addressing the areas of rapid growth by building new schools and keeping our eye on areas that are declining.

WHAT’S THE MOST IMPORTANT ISSUE FACING THE DISTRICT AND HOW WOULD YOU ADDRESS IT? »

I think we are entering a period of financial uncertainty with potential budget cuts happening both at the federal and state level But I feel confident that our leadership team remains vigilant about these uncertainties and is in a better financial position than a lot of districts in our state. I think we have sought funding from other sources to address these concerns, including obtaining grant funding and through partnerships with the businesses in our communities. Furthermore, it feels like public education is under attack. I have seen first hand what a quality public education system does for the community, businesses and the individual students that graduate. The investment we make in our public education system will determine the future of the communities we live in.

ST. VRAIN VALLEY SCHOOL BOARD DISTRICT F

Sarah Hurianek

St Vrain Valley school board District F incumbent

Sarah Hurianek did not return the questionnaire.

Gilligan

Hurianek

My focus as your Councilman has been turning Boulder’s values into action, building a safer, more resilient, and more inclusive community. Together, we’ve made real progress, and I’m ready to keep pushing for what’s next:

Housing: Increase affordability and housing choices for all residents.

Economic Vitality: Strengthen small businesses and a resilient local economy.

Wildfire Resiliency: Scale up mitigation and emergency preparedness.

Transportation: Expand safe, connected options for biking, walking, and all modes of transportatio

Homelessness: Reach functio with housing and support ser

Good Governance: Deliver transparency, accountability, and results that reflect community values Learn More