Leadership

Leadership does not always permit you to go along with the crowd. As Mayor I would continue to be a leader that the citizens can count on, even when the going gets tough. Unfortunately, my opponent has gone negative saying I make too many no votes. Read a few examples to see if you agree with my no votes that he disagrees with:

  • I voted against an $8-11 million tax payer subsidized four level parking garage that would have towered over Sweet Cow and Lucky Pie.
  • I voted no to pursuing a zoning change at the Sam’s Club site that would allow 4 to 5 story hi-rises with up to 525 high density residential units.
  • I voted no on a $1.1 million taxpayer subside to tear down old buildings on Main Street and replace them with a three-story building that do not fit with downtown’s historic buildings. This subsidy would set the precedent for more taxpayer subsidized tear downs.

I stand by my record and know that I am working relentlessly to promote the City and Citizens of Louisville even if I have to vote no on an issue. Leadership does not always permit you to go along with the crowd. As Mayor I would continue to be a leader that the citizens can count on, even when the going gets tough.

I need your help to become Louisville’s next Mayor. Please call, text, or e-mail me if you would like a yard sign. Please let your friends and neighbors know that you support me. Please let me know if you would like to be listed as an endorser.

Ashley Stolzmann
My Cell: 303-570-9614 (call me, text me, let’s talk!)
Candidate for Mayor of Louisville

Growth and Development

Growth and development in Louisville has been, and will be in the future, shaped by a number of factors critical to the aesthetics and fiscal sustainability of the City. Key among these factors are open space, the mix of commercial and residential land uses, building heights, historical preservation, and the preservation of small-town character.

In the 1970’s the City of Louisville adopted a Comprehensive Plan that included using open space to buffer it from other cities, to prevent overcrowding, and to provide recreational opportunities. Since that time the City has continued pursuing this policy resulting in our current open space holdings. The inevitability of this policy was the limiting of Louisville’s development. We have largely reached the limits of our residential development. We are now faced with the choice of rezoning commercially zoned land and growing vertically, aka densification, if we want to significantly grow our population.

Growing our population in this manner would create significant conflicts with many of our long-held community values. If you study our revenue streams, you will find that it is indisputable that residential development does not pay for itself. To offset this situation, we rely on our commercial property tax base and non-resident spending (it is estimated that up to ½ of our sales tax comes from non-resident spending) to pay our bills. Given this reality, it is critical that we become very cautious about rezoning commercially zoned land to residential. Mixed-use development is often seen as a panacea, however, the retail associated with this type of development does not attract any significant non-resident spending and in the developments in Louisville that have been approved with this zoning, very little or no commercial or retail has been built.

We also need to be cautious about using financial incentives to encourage the redevelopment of our historical downtown area. The historical character of our downtown area is a large contributor to its economic success.

Finally, I would like to talk about small town character. This term likely means different things to different people. However, I think we all know what it is when we either see it or feel it. On the other hand, there are somethings we do know about small town character. People are friendly, there is a feeling of community, trees are as tall as our buildings, our neighborhood streets are safe, we have a low crime rate, our town is walkable with our extensive trail system, we have great schools, and we are not crowded. You add to the list and I will work to keep our small town character.

Affordable Housing

Housing affordability is a Front Range issue that we need to work on regionally.  I am very supportive of the Regional Housing Strategy, a collaborative effort being led by the County and joined by our local municipalities. It includes a goal to have 12% of housing inventory permanently affordable by 2035.  There are several tactics in the plan that are a good fit for Louisville, including preservation of our most affordable housing.  The overall affordability of our area is also impacted by transportation costs, so I will continue to work on improving the value of public transit services.  All of the actions in the plan will require additional financial resources. While we work to combat the problem, we must look at the land use mix that is needed to provide sufficient revenue to operate our town and provide these additional services.

If you look at the structure of governance in the state of Colorado, Human Services (under which affordable housing is a component) is the responsibility of the County.  We need to continue to be good partners with Boulder County to identify solutions that fit our community.  There are opportunities to preserve the most affordable housing that we have in our city, including our mobile home park, and many of our existing market rate multifamily homes. People love our city because of the small-town character. It is important to maintain our identity and heart as we mature. This means that we have to avoid the temptation of putting high density residential units on every inch of vacant or underutilized space and instead look at the land use mix that is needed to provide sufficient revenue to operate our town and it also means finding solutions for affordability that fit within our zoning.

Arts in the Community

Louisville has an extraordinary artistic community.   We need to better represent this to outsiders and enable more creative artistic input into civic projects and events. 

Since I joined City Council, the City (under the leadership of the arts community) has developed and started implementing an Arts Master Plan.  We need to continue to implement the vision.  One of the most exciting opportunities that I have been able to support is our Arts Grant Program.  We budget for and provide funding to our Cultural Council so that they can award grants to arts programs throughout the year.  Many people know about the Cultural Council Thursday Concerts in the Park, but make sure you check out the incredible lineup of talent that they have brought to town for us all to enjoy!

Infrastructure Maintenance

Prioritizing infrastructure maintenance is bedrock principal of a good City Council.  As Mayor, I commit to ensure that we have plans and execute on them to maintain the assets that we are responsible for as a City.

Since I was elected in 2013, the City Council established a street maintenance program where we set standards to maintain all of our city streets to a good standard.  We measure the pavement every few years to determine exactly what the condition is and prioritize resurfacing to ensure that all streets have an average score that will enable two things 1) good quality streets and 2) replacement in the most cost effective way.    If streets are allow to deteriorate too far, they actually are more expensive to repair than if you keep up on resurfacing them every few years before the sub-pavement fails.  We also set a minimum acceptable score for any street, so that no one has to live on or bike down a crumbling pothole filled block.  This new program has been up and running for a few years now, and we are on track to start meeting our goals in the next 5 years. 

We also have established programs to manage our capital infrastructure repair and replacement over time.  For example, when we evaluate our water system infrastructure we look at the life-cycle of the assets (such as the water lines) and plan for the replacement when we evaluate our fiscal health.  Using modeling and field verified data collected and run by our City Staff, we verify if the water infrastructure is meeting our goals to have reasonable and equitable rates while maintaining optimal water quality. 

Historic Downtown Louisville

Our Downtown is the heart of our community. The history, the arts, the food and beverage, the great shops, the library, the vibe; it is easy to see why people love downtown.

Historic Preservation

Louisville’s historic downtown is a major contributor to Louisville’s small town character.  We need to promote the voter approved Historic Preservation Tax as a means of helping businesses and residents maintain their historic buildings   Recently as a Council, we updated our grant program to make it easier to navigate and modernized the grant amounts to attract more historic building owners to voluntarily landmark and preserve their buildings.

Downtown Parking:

The parking problem downtown is twofold: people driving to downtown are having trouble finding places to park and parking is spilling into the downtown neighborhoods.  Since I was elected in 2013 we have added 121 new public parking spaces to downtown and made other spaces that were private available to the public as well.  We still have parking issues and the parking problem must be addressed to ensure the continued vibrancy of our downtown area and to protect the quality of life in our downtown neighborhoods. It is important to note however, that the solution can not be at the expense of the community and historic character of the area. I voted against an $8-11 million tax payer subsidized four level parking garage that would have towered over Sweet Cow and Lucky Pie because this solution was too massive, expensive, and short sighted given coming technology changes.

In addition to directly adding parking I have supported alternate methods for folks to get downtown that can also reduce the parking demand.  Since 2013 we have improved the sidewalks, trails, and bike lanes in the community.  Most residents can now bike to downtown in less than 10 minutes (source Louisville TMP ).  The Council partnered with Boulder County to provide MyRide cards to residents at no cost so that people could take the bus including the local bus route called the Dash makes stops both in downtown and near many of our neighborhoods. We are currently working with RTD on getting the word out about the Flex Ride (formally the Call and Ride) which is an on call service anyone can use to get Downtown.

Currently, the city municipal code does not require downtown properties that redevelop (with added space) put in the total number of parking spaces that a new expansion will generate a demand for.  This imbalance needs to be studied and addressed so that redevelopment that occurs does not diminish the vibrancy and livability of the Downtown and surrounding Old Town neighborhood.

Parks and Open Space

Our parks and our Open Spaces are both major contributors to the quality of life in Louisville.  I am proud to be able to report that we have added to both the parks system and the Open Space system since I was elected.  As a community we now own more property in Cottonwood Park and we own the majority of the Mayhoffer Farm off of highway 42 and Pine Street. As Mayor I will continue to represent the community and acquire key properties that the citizens have identified as critical for completing our parks and Open Space system. 

Maintaining our parks and Open Spaces is also a key responsibility of the City.  I have supported our playground replacement program to keep our neighborhood parks in good shape for the families that use them.  Last year we replaced Heritage Park’s playground and this year we are working on the structure at Elephant Park.  It is important to keep the structures safe and relevant so that our kids have fun places to play and grow. 

Herbicide

Herbicide overuse in the city (and around the world) is a problem many residents are very concerned about.  The citizens asked that we stop spraying the areas around the playgrounds, and so City Council responded by accepting that suggestion and we stopped spraying those areas.  We need volunteer help to pull weeds in those play areas to ensure that the program remains viable.  For example, goat’s head is a weed that can cause bike tires to pop or pain to a foot if it is stepped on.  By volunteers pulling them before they seed we can keep them out of the sandboxes and the other areas the children play. We also need to expand our volunteer programs in general to ensure the quality and maintenance of our open space lands.

We are testing an expansion of the areas that we stop using herbicide to two other entire parks as well (Memory Square and Elephant Park).  Some people who oppose the program to stop using herbicide have raised concerns that the turf will degrade (by filling with weeds like goat’s heads, dandelions, bindweed and others) and be very costly to replace (we have turf for things like children’s soccer, and picnics and so on).  You can help make the pilot project for no herbicide successful by pitching in and helping us weed the turf in those two parks.  Additionally, we have volunteers that help pitch in to pull noxious weeds in open space; by pulling these invasive weeds that crowd out native plants, we can reduce the amount of herbicide the City applies to our Open Spaces.

Golf Course

Like our recreation center, parks, trails and open space; our golf course is a major city asset and recreational opportunity. With the flood of 2013 we had the opportunity to redesign and rebuild our course, so now it offers more levels of play.  From a management and accountability perspective, we have an obligation as a city to ensure that the course is operating in a way that the revenues from golfing are adequate to cover the maintenance and operation of the course.