Questions:
1. Last spring, Councilman Steve Shafran said, “We’re not doing anything wrong. We have a communication challenge, an information and communication challenge, and we’re going to meet that challenge.” If you agree, how can Ketchum meet that challenge? If you disagree, why?
2. How should the city proceed with attracting and eventually retaining new hotel proposals? Where has the current City Council gone awry?
3. What’s working and not working with the Ketchum Urban Renewal Agency and Ketchum Community Development Corporation? What would you change?
4. Candidates in this election have repeatedly lamented waning economy and community in Ketchum. What are the three key cornerstones required to turn the tide?
5. What parts of the downtown master plan are working? Do you agree with the priorities it sets?
Mickey Garcia
Age: 64
Experience: Diverse. B.S. Forest Resource Management, University of Montana. Occupations: blind camp counselor, paperboy, fry cook, busboy, dishwasher, electronic technician, ski instructor, cashier, grocery clerk, forester, licensed electrician and electrical contractor, bus driver, taxi driver, high voltage electrician, instrument technician, wildland firefighter, mid-level fire manager, mid-level human resource manager, correctional officer, ice cream maker, delivery driver, fruit harvester, experimental weapon and detection systems installer and retriever, political Intern in state government, environmental education instructor; Government: U.S. Air Force 8 years, U.S. Forest Service & B.L.M. 12 years, California Dept. of Corrections 2 years, Governor's office 2 years. Lived and worked in France, Germany, Turkey, Norway, Saudi Arabia, Vietnam, The Philippines, Cambodia, California, Oregon, Washington, Alaska, Nevada Arizona, Wyoming, Montana and Idaho.
Why running: “I'm tired of watching elected public officials becoming petty tyrants, mismanaging public resources, misleading the public and pandering to the lowest common denominator.”
1. Sorry to see Shafran leave. We need more progressive people with his financial savvy, willing to lend the URA a million dollars. Wrong! 1. Improper termination of policeman. 2. Improper termination of fire chief. 3. Doubling the mayor’s salary. 4. Holding public meetings outside Ketchum, violating the open meeting law. 5. Turing down two hotel applications passed by P&Z.
2. First, simplify and shorten the vetting process. Second, stop turning down applications that the P&Z has approved.
3. The CDC and the URA are off to a good start, but they need to focus more on land acquisition, and they need to become more independent of the City Council. They also need to post a brief and simple explanation of their funding mechanisms and purposes, and their meeting schedules should be posted online.
4. First, enough affordable housing in the north valley to accommodate 3,000 people. Second, diversification of the economy. Third, five lane highway to the new airport.
5. There are about 50 action items in the downtown master plan. I think we should move forward on many of them ASAP. However, I think some of the ones based on smart growth ideology are probably too expensive and unworkable.
Greg Strong
Age: 51
Experience: Business owner, Ketchum Housing Commission five years, Ketchum P&Z five years.
Why running: “I’ve been involved for 10 years in local issues that are relevant to local politics, and I want to put my problem solving and analytical skills to work for the city.”
1. There are significant communication issues within city government. This was evident during the Downtown Master Plan process. It is symptomatic of our many involved part-time citizens. We need to do better. The city has an obligation to operate in a transparent manner and to do that it must clearly communicate.
2. We focus too much on the negative and need to look at benefits. We need to assess positive economic impacts and fairly balance those against negative impacts of a large building. We must focus on what is important in operations and less on details of ownership and financing. We must work with developers in good faith.
3.The Ketchum URA and CDC are sound concepts and have been shown to work well in other areas and to provide substantial economic benefit. At this point it is too early to fairly assess the level of success of these programs.
4. Assist retail community by making basic and overdue improvements to pedestrian infrastructure. Complete Fourth Street and complete or repair curbs and sidewalks in the core. Improve lighting and develop a coherent street sign system including town maps. Develop countywide program to promote benefits of shopping locally. Engage second homeowners. Attract a quality hotel.
5. I generally support priorities and goals in the downtown master plan. It is fundamental that the downtown core be revitalized and become more retail and pedestrian friendly. The DMP needs to address more parking in core retail areas, adding a parking structure(s) within walking distance of town plaza.
Curtis Kemp
Age: 64
Experience: Architect, Ketchum P&Z, 38-year resident.
Why running: “Architects tend to be good problem solvers through their ability to see the big picture. I think Ketchum needs that perspective, and I’m tired of leaving it up to someone else.”
1. I am unaware of the context within which Shafran made his remark. Was it about a specific issue or communication in general? I think the local news media do a good job of attending and reporting on the various public meetings in the area. I am in favor of creating as visible a process as possible.
2. We need to analyze our zoning ordinance from the standpoint of the developer. Is there anything in the wording or requirements that should be changed? We need to eliminate as much uncertainty from the application and approval process as possible.
3. The Urban Renewal Agency and the Community Development Corporation will work just fine. They need some time to develop their stride, and when they do their contribution to the success of this community will be huge. I would not change anything at this point.
4. Our economy is tourism-based and we must continue to support the strengthening of that industry. Our thrust in that direction should include facilitating hotel development, maintaining advertising efforts through the Chamber & Visitors Bureau and creating weekly events throughout the year.
5. The Downtown Master Plan should be viewed as a general guide to achieving a vision. The methods and timetables may vary from time to time, but the vision should remain. It is too early to be overly critical. I believe the plan will work and that the priorities are appropriate.
Larry Helzel
Age: 59
Experience: Extensive financial and managerial experience: 35 years working in financial markets; 13 years working with CEO’s of large and small companies. Active in WRV Non-profits—V.P. Sun Valley Center for the Arts; Treasurer, Wood River Jewish Community, no previous political experience.
Why running: “I’m running because I am enthusiastic about Ketchum’s potential and have the skills needed to help us realize that potential. I am the only candidate with a strong financial background—a fundamental requirement in Ketchum’s government.”
1. I mostly agree. Ketchum does not communicate adequately, and its communications with hotel developers are particularly flawed. When officials can clearly articulate future vision, and a realistic plan to get there with a timeline, we will achieve a true sense of community. The first step is to have vision and accept the responsibility to communicate it.
2. Recipe for failure = current process. Recipe for success: First, Ketchum clearly articulates how hotel project must function to benefit community. Once there is agreement between hotel developer/operator and Ketchum concerning function, working out issues of form become easier. Most citizens are willing to trade some height to gain the right project.
3. These institutions provide vital resources. URA is a proven funding vehicle widely used elsewhere. To commence civic projects by borrowing against collateral of future property taxes is the normal way to help jump-start a stagnant economy. The CDC, once staffed, will bridge the widening communications gap between government and citizens and enable partnerships critical to success.
4. Bring People back to town; light up dark neighborhoods. Revive tourism by building upscale hotels. Build affordable workforce housing on city-owned land. Remodel the city core through downtown master plan. Economic development. Work with WREP and CDC to encourage/mentor new business formation. Send out message: “Ketchum is open for business.” Support/promote arts, culture, education.
5. It’s working. The plan to finish Fourth Street, then the plaza, followed by First Avenue Arts Corridor, will result in a new workable downtown. In near future, people will feel invited to walk and bike around pedestrian friendly streets and enjoy just hanging out—right in the center of town.
Rich Fabiano
Age: 61
Experience: Commissioner on Ketchum Planning and Zoning; Past President, Sun Valley Ski Education Foundation; Member and Past Member of numerous Design and Review Committees
Why running: “If elected, I will strive for a balance between new development and maintaining the character of Ketchum’s ‘quality of life.’”
1. Communication in a town like Ketchum is a challenge the city must try to meet. I support the idea of a communication responsibility being included in the job description of staff and elected officials. I support the mayor’s lunch, which is a way for residents to informally discuss city policies and goals.
2. By continuing to improve Ketchum’s attraction demand will increase, and with demand will come hotels. I support flexibility and streamlining the process but am cautious about dramatic up-zoning that only increases landowners’ financial expectations to the detriment of getting a project built. I believe we will see credible developers with feasible projects succeed in the near future.
3. We need the capabilities they provide, and we have strong credible evidence of their success in other communities. They are the tools on our belt, and I thank the current elected officials for the wisdom of their formation.
4. If you live here long enough, you have to believe that any malady, real or perceived, is temporary. We need confidence in Ketchum and we must embrace tourism, the right hotels, second homes and primary resident growth. Also, it can’t be overstated that housing is the key to the ability to sustain growth of the Ketchum economy.
5. The first phase of the Fourth Street Heritage Corridor and the acquisition of land for the future town plaza are indications that the downtown master plan is working, but I would like to see more use of regulations that promote energy efficiency.
Deborah “Burnsie” Burns
Age: 50
Experience: 35 year resident, retail store owner, three year P&Z commissioner, board of directors Chamber of Commerce, president of retailers alliance group.
Why running: “After all the various places I have served my community in the last few years, the council seat will give me a better chance to speak out concerning decisions that need to be made to revive the economic and emotional climate of Ketchum. It is time to turn inward and solve the problems Ketchum is having now.”
1. When I speak about the emotional condition of Ketchum, there is always a temperature among people that signifies rest or unrest. If city communications were better people could actually know what is going on. Communication within the administration and communication between different city entities like P&Z, chamber of commerce, CDC, and the public and media need to improve.
2. I believe the city is doing what it can to attract and retain new hotel proposals. I believe the citizens of Ketchum need to spend time thinking of the impacts of hotels on their neighborhoods. We can spend time adjusting height, mass and other impact issues, but there are only a few places hotels can go.
3. The Ketchum Urban Renewal Agency is in place and awaiting funding. I heard the CDC had a retreat. Excited to hear more about what their goals are for the next year.
4. Marketing. Marketing Ketchum with a clear vision for what special type of resort town we are, a major hotel with spa and convention facilities and, finally, addressing traffic circulation and parking.
5. The Forth Street Heritage Corridor, the city purchasing the bank building gives land for the town center. The Washington property gives a site for affordable housing. I think the priorities of the DMP need to be revisited.
