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.

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.