Growth & Infrastructure
Match growth with the water, roads, utilities, public safety, and services needed to support it.
My position
Firestone should grow deliberately, sustainably, and within the community’s ability to support it. I would tie growth decisions to demonstrated infrastructure and service capacity, realistic delivery timelines, lifetime costs, and a clear understanding of who pays.
Plan the whole system
Water, roads, drainage, public safety, parks, facilities, and staffing should be planned together. Capacity in one system does not make a development supportable if another cannot meet the demand. Growth planning should protect the services existing residents depend on while preparing for new residents and businesses.
Who pays matters
Growth should contribute its fair share rather than shifting avoidable costs to existing residents. Decisions should account for construction, operations, staffing, maintenance, and replacement. Where an investment also benefits existing residents, their contribution should be supported by a clear explanation of the financial or service value they receive.
Questions I’m Working Through
- How should Firestone sequence development and infrastructure improvements so needed capacity is available when new homes and businesses begin using it?
- How should development’s financial contributions account for long-term operating, maintenance, and replacement costs, as well as initial construction?
More detail
Connect development stages to available capacity
I want development stages connected to the improvements and operating capability they require. Planning should identify what must be available, who will deliver it, and when it is needed. Forecasts help anticipate demand, but actual development activity, system use, traffic, and service workloads should inform the timing of major commitments.
Include the people who deliver services
Infrastructure includes the people needed to operate and maintain it. Police, engineering, planning, inspections, maintenance, finance, and administrative capacity should be considered alongside physical improvements. New facilities and equipment provide limited value if the town cannot staff, operate, or maintain them effectively.
Make development obligations traceable
Required improvements, contributions, completion milestones, quality standards, and ongoing maintenance responsibilities should remain traceable from approval through delivery. I want the town to understand how completion is secured and what happens if development slows, ownership changes, or an obligation is not met.
Coordinate dependencies and adjust deliberately
Some improvements depend on counties, CDOT, utilities, schools, or special districts. Their responsibilities, funding, agreements, and schedules should be understood before the town relies on them. Coordinated construction may reduce costs and repeated disruption. If growth moves faster or slower than expected, the town should reassess commitments and explain how it will protect service levels and manage financial exposure.