Thanks to all of my supporters!!

The campaign was a great experience and I now look forward to serving toward the best interests of all the residents of our fine community. Please feel free to contact me at any time as I would like to ensure that your voice is heard and your concerns are addressed.

bob@bobyoungman.com

208-721-8404

Platform Statement

Sun Valley is a special place. Many of us have chosen to live here because of the unique combination of assets that makes our city special.I am seeking election to the city council because I believe I can preserve and enhance our quality of life with my commitment to three policies that form the basis of my platform:

• Continue with a prudent, responsible fiscal policy
  • Efficiency is born out of a focus on fiscal prudence and accountability. An efficient government is of the utmost importance to our residents.  

• Protect our valuable open space
  • Although the 2005 Comprehensive Plan identified large areas as "Open Space" in the land-use mapping, many of these areas have yet to be re-zoned to the "Open Space" designation. It is important that we have a a focused effort on turning the "Open Space" land-use designations into reality.

• The continued independence of the City of Sun Valley
  • Contrary to much of what has been stated by local consolidation proponents, most studies have shown that municipal consolidation rarely results in increased government efficiency. A well managed, small, and local government is the most efficient and most responsive to residents. Continued independence, a government focused on efficiency, and a supportive council are key factors to the high quality services we enjoy in Sun Valley.
    

Each of these platform elements have separate pages of more detailed discussions of the relevant considerations supporting these positions. Links to these pages are in the upper left corner of this page.

Fiscal Policy

A prudent and responsible fiscal policy is critical to the health of any government entity. Appropriation activities are difficult and require consideration of many factors, some of which are inherently ill defined. As a result, critical thinking skills and fund optimization are central to a thorough budget process. The absence of a focus on budget optimization will likely lead to spending growth and resultant tax increases. Such increases often occur without any improvement in service quality or any demonstrated benefit to the well being of citizens. Indeed, many innovative solutions to higher performance with less expenditure are a direct result of a focus on optimization.

The diligent work of our current council and Mayor has placed Sun Valley in an advantageous position with respect to economic health and the ability of the city to weather the current downturn in the global economy. Without the careful appropriation of our tax dollars, a focus on maintenance and improvement of our infrastructure, institution of accountability on the part of those organizations receiving funding from Sun Valley, as well as a fundamental commitment to providing for an appropriately sized undesignated fund reserve, Sun Valley would likely have faced the task of cutting and or reducing some essential city services. In addition, continued pursuit of elements of the Comprehensive Plan (2005) and other important long-term planning activities would have been compromised.

I am committed to continuing and improving upon a prudent and responsible fiscal policy. A focus on optimization of budgets, innovation in service provision, and use of new technology where appropriate and cost-effective is central to my operational perspective. As a scientist I know that challenging the status quo is the only path to improvement and that a commitment to continuous improvement is the only path to success.

One of the essential and unique features of the environment provided by the City of Sun Valley is the large proportion of open space. These areas are so substantial that the population density in Sun Valley is seven times less than that in Ketchum. It is clear to even the casual observer that Sun Valley enjoys a much more open aspect and feels closer to the surrounding wilderness. These features of Sun Valley have played a major role in drawing many of us to this city.

• Much of our open space is not currently protected.
• Re-zoning will be a sensitive and difficult task.
• I am committed to working toward inclusion of all appropriate lands into the Open Space zoning designation.

Small, local, and responsive governance is what we, as residents of Sun Valley, currently enjoy. A focus upon both the unique needs of our city and upon the maintenance and further development of our high quality community is the primary function of the city council. Our governance is critical to this process.

 Municipal Consolidation – A Recipe for Failure

After a thorough review of over 50 separate studies concerning the economic and operational results of municipal consolidations throughout the United States and Canada, I am convinced that a small, local, and responsive government is the best and most efficient model for the City of Sun Valley.

The most illuminating study, Staley et al. (2005), summarizes well the generalized results of municipal consolidation for virtually all the other studies referenced. Upon consolidation it is found that:

• Significant gains in efficiency are unlikely.

• Significant gains in perceived service quality are more likely but by no means assured.

• Making modest changes to city governance – by consolidating a few services – is unlikely to significantly impact economic development.

• Morale problems are a potential land mine with any effort to consolidate governmental units, especially those that differ considerably.

• Context matters.

These findings provide clear and resounding support for the governance in place today in Sun Valley. Consolidation of Sun Valley with any other entity will not benefit the citizens of Sun Valley in any demonstrable way. In fact any such consolidation will lead to not only a dilution of voting power, since Sun Valley is the smallest entity in the North Valley, but to a government that is further removed from the public it serves. By merging the City of Sun Valley into another entity, the resulting government will be accountable to numerous constituencies not necessarily in accord with the needs of Sun Valley. A larger government is not in the best interests of the residents of Sun Valley. A small government is better suited to the unique governance requirements of the City of Sun Valley.

Municipal Consolidation – Cultural Concerns

Many, if not all, residents of Sun Valley have progressed through the decision-making process involved with settling in Sun Valley. For most, this has included the purchase of real estate and the associated economic, environmental, and cultural decisions. As we have each come to select Sun Valley as our place of residence, other communities and areas are likely to have been evaluated. The unique aspects of Sun Valley have played a significant role in our evaluations. Some of the more prominent ones are:

• large proportion of open space
• small and responsive governance
• high quality infrastructure and amenities such as the extensive bike path network and trail access
• proximity to the resort and the associated festive events

These aspects of life in Sun Valley define a culture. The culture in Sun Valley is different than those of neighboring communities. For instance, Ketchum provides a much more urban environment, Hailey provides a much more diverse citizenry, and the county areas are more rural and isolated. Each community culture provides advantages and disadvantages. We all weighed these and decided that the best balance for each of us is that provided by Sun Valley. This is why we are here. Consolidation with a neighboring community would change the “feel” of Sun Valley and subject our community to constant challenges to the maintenance and improvement of our desirable situation. Sun Valley is not just a “neighborhood”, it is a community with a culture, one that is worth protecting.

References for Municipal Consolidation

2.      Bish, R.L., “Local Government Amalgamations: Discredited Nineteenth-Century Ideals Alive in the Twenty-First”, Commentary of the C.D. Howe Institute, 150 (2001).   

       Blair, John P., Samuel R. Staley, and Zhongcai Zhang, "The Central-City Elasticity Hypothesis:A Critical Appraisal of Rusk's Theory of Urban Development," Journal of the AmericanPlanning Association, vol. 62, no. 3 (1996), pp. 345-53.

3.      Blomquist, William and Robert B. Parks. “Fiscal Service and Political Impacts of Indianapolis-Marion County’s Unigov.” Publius: The Journal of Federalism, 25. 4 (1995), 37-54.

4.      Boyne, George A. “Is there a relationship between fragmentation and local government costs? AComment on Drew Dolan.” Urban Affairs Quarterly, 28.2 (Dec. 1992a), 317-323.

5.      Boyne, George A.  “Local Government Structure and Performance: Lessons from America?” PublicAdministration, 70 (1992b), 332-357.

6.      Bunch, B. S. and Strauss, R. P. “Municipal Consolidation.” Urban Affairs Quarterly, 27.4 (June1992), 615-630.

7.      Campbell, Richard W. and Durning, Dan. “Is city-county consolidation good policy? ASymposium.” Public Administration Quarterly, 24.2 (Summer 2000), 133-139.

8.      Carr, Jared B. “Perspectives on City-County consolidation and Its Alternatives.” In Jared B. Carrand Richard C. Feiock, editors, City-County Consolidation and Its Alternatives Reshaping the Local Government Landscape. New York: M.E. Sharpe (2004).

9.      Carr, Jered B. and Feiock, Richard C. “Metropolitan government and economic development.”Urban Affairs Review; 34.3 (Jan. 1999), 476-489.

10.   Condrey, Stephen E. “Organizational and personnel impacts on local government consolidation:Athens-Clarke County Georgia.” Journal of Urban Affairs, 15 (1994), 461-478.

       Cox, W., “Government Consolidation in Indiana: Separting Rhetoric from Reality”, Indians Township Association, February 2009.

11.   DeHoog, R.H. and Lowery, D. “Citizen Satisfaction with local governance: A test of individual, jurisdictional, and City Specific Explanations.” Journal of Politics, 52.3 (Aug. 1990),807-828.

12.   Dolan, D. “Fragmentation: Does it drive up the costs of government?” Urban Affairs Quarterly,26.1 (1990), 28-45.

13.   Durning, Dan. “The effects of city-county government consolidation: The perspectives of united government employees in Athens—Clarke County, Georgia.” Public AdministrationQuarterly, 19.3 (Fall 1995), 272-298.

14.   Durning, Dan and Nobbie, Patricia Dautel. “Post-transition employee perspectives of city-county unification: The case of Athens-Clarke County.” Public Administration Quarterly, 24.2(Summer 2000), 140-168.

15.   Duncombe, William and Yinger, John. “An analysis of returns to scale in public production, with an application to fire protection.” Journal of Public Economics 52 (1993) 49-72.

16.   Edwards, P.K. and Bohland, J.R. “Reform and economic development; attitudinal dimensions of metropolitan consolidation.” Journal of Urban Affairs, 13.4 (1991), 461-478.

17.   Feiock, Richard C. and Carr, Jered B. “A Reassessment of City/County Consolidation: Economic Development Impacts.” State and Local Government Review, 29.3 (Fall 1997),166-171.

18.   Finney, Miles. “Scale Economics and Police Department Consolidation: Evidence from LosAngeles.” Contemporary Economic Policy, 15 (1997), 121-126.

19.   Fleischmann, Arnold. “Regional and City-County consolidation in Small Metro Areas.” Stateand Local Government Review, 32 (2000), 213-226.

20.   Frisken, F. “The contributions of metropolitan government to the success of Toronto’s public transit system: An empirical dissent from the public choice paradigm.” Urban AffairsQuarterly, 27 (1991), 268-292.

21.   Foster, Kathryn A. “Exploring the links between political structure and metropolitan growth.” Political Geography, 12.6 (1993), 523-547.

22.   Gerston, Larry N. and Haas, Peter J. “Political support for regional government in the 1990s.”Urban Affairs Quarterly, 29.1 (Summer 2000), 154-164.

51.   Goldsmith, S., “Smaller Government Prescriptions for Big City Problems”, Fraser Institute, September 1998.

23.   Guhathakurta, Subhrait. “Who Pays for Growth in the City of Phoenix? An Equity-Based Perspective on Suburbanization,” Urban Affairs Annual Review, 33.5 (1998), pp. 813-838.

24.   Gyapont, Anthony O. and Gyimah-Brempong, Kwabena. “Factor Substitution, Price Elasticity of Demand and Returns to Scale in Police Production: Evidence from Michigan.” Southern Economic Journal, 54.4 (1988), 863-878.

25.   Gyimah-Brempong, Kwabena. “Economies of Scale in Municipal Police Departments: The Case of Florida.” Review of Economics and Statistics, 69.2 (1987), 352-356.

           Hardy, P., “The Consolidation of City and County Governments: A Look At the History and Outcome–Based Research of These Efforts”, Municipal Technical Advisory Service, University of Tennessee, 2005.

26.   Hawkins, Brett W., Ward, Keith J., and Becker, Mary P. “Governmental consolidation as a strategy for metropolitan development.” Public Administration Quarterly, 15.2 (Summer1991), 253-267.

59.  Holzer, M., J. Fry, E. Charbonneau, and N. Riccuicci, “Literature Review and Analysis Related to Municipal Government Consolidation”, New Jersey Local Unit Alignment, Reorganization, and Consolidation Commission, May 2009.

       Katsuyama, B., “Is Municipal Consolidation the Answer?”, Municipal Research News, Summer 2003.

27.   Kelleher, Christine and Lowery, David. “Political participation and metropolitan institutional contexts.” Urban Affairs Review, 39.6 (July 2004), 720-757.

28.   Krimmel, John T. “The Northern York County Police consolidation experience An analysis of the consolidation of police services in eight Pennsylvania rural communities.” Policing: An International Journal of Police Strategies and Management, 20.3 (1997), 497-507.

29.   Liner, Gaines H. “Institutional Constraints, Annexation and Municipal Efficiency in the 1960s,” Public Choice, 79.3-4 (1994), pp. 305-23.

       “Local Government Consolidation: Why the Savings are Sometimes Disappointing”, Indiana Township Association, May 2008.

30.   Mattoon, R. H. Can alternative forms of governance help metropolitan areas? Economic Perspectives, 19 (1995), 20-32.

31.   McAninch, Thomas and Sanders, Jeff. “Police Attitudes Toward Consolidation in Bloomington/Normal, Illinois: A Case Study.” Journal of Police Science and Administration, 16.2 (1988), 95-104.

32.   McDavid, James C. “The impacts of amalgamation on police services in the Halifax Regional Municipality.” Canadian Public Administration, 45.4 (Winter 2002), 538-565.

33.   McKay, Ruth B. “Reforming municipal services after amalgamation The challenge of efficiency.” International Journal of Public Sector Management, 17.1 (2004), 24-47.

34.   Miller, David. et. al. “The Fiscal Organization of Metropolitan Areas: The Allegheny County Case Reconsidered.” Publius: The Journal of Federalism, 25.4 (1995), 19-35.

35.   Moore, Adrian, James Nolan, and Geoffrey Segal. “Putting Out The Trash: Measuring Municipal Service Efficiency in U.S. Cities,” Urban Affairs Review, 41.2 (2005), pp. 237-259.

36.   Morgan, David R. and Mareschal, Patrice. “Central-City/Suburban Inequality and Metropolitan Political Fragmentation.” Urban Affairs Review, 34.4 (March 1999), 578-596.

37.   Nelson, Arthur C. and Foster, Kathryn A. “Metropolitan governance structure and income growth.” Journal of Urban Affairs, 21.3 (Sept. 1999), 309-325.

38.   Orfield, Myron. Metropolitics: A Regional Agenda for Community and Stability. Washington, D.C.: Brookings Institution, 1997.

39.   Parks, Roger and Ronald J. Oakerson. “Comparative Metropolitan Organization: Service Production and Governance Structures in St. Louis (MO) and Allegheny County (PA).” Publius: The Journal of Federalism, 23 (Winter 1993), 19-39.

       Pineda, P., “City-County Consolidation and Diseconomies of Scale”, Government Innovators Network, Harvard Kennedy School of Government, The Ash Institute, 2006.

40.   Post, Stephanie Shirley and Stein Robert M. “State Economics, Metropolitan governance, and Urban-Suburban Economic Development.” Urban Affairs Review, 36.1 (Sept. 2000), 46-61.

41.   Reese, Laura A. “Same Governance, Different Day: Does Metropolitan Reorganization Make a Difference?” Review of Policy Research, 21.4 (July 2004), 595-611.

42.   Rosentraub, M.S. “City-County consolidation and the Rebuilding of Image: The Fiscal Lessons from Indianapolis’s UniGov Program” State and Local Government Review, 32.3 (Fall2000), 180-191.

43.   Rusk, David. Cities Without Suburbs. Baltimore, MD: Johns Hopkins University Press.

44.   Inside Game, Outside Game. Washington, D.C.: Brookings Institution Press.

45.   Seamon, Fred and Feiock, Richard C. “Political participation and city/county consolidation: Jacksonville-Duval County.” International Journal of Public Administration, 18.11 (1995), 1741-1752.

46.   Segedy, James A. and Lyons, Thomas S. “Planning the Indianapolis Region: Urban Resurgence, de facto Regionalism and UniGov.” Planning Practice & Research, 16.3/4 (Aug. 2001),293-305.

47.   Selden, Sally Coleman and Campbell, Richard W. “The expenditure impacts of unification in a small Georgia county: A contingency perspective of city-county consolidation.” Public Administration Quarterly, 24.2 (Summer 2000), 169-201.

       Staley, S.R., Faulk, D., Leland, S.M., and Schansberg, D.E., “The Effects of City-County Consolidation: A Review of the Recent Academic literature”,  Indiana Policy Review Foundation, (2005).

56.   Staley, S.R., “Bigger Is Not Better: The Virtues of Decentralized Local Government”, Cato Institute Policy Analysis, No. 166, (1992).

48.   Vojnovic, Igor. “The Transitional Impacts of Municipal Consolidations.” Journal of Urban Affairs, 22.4 (2000), 385-417.

57.   White, S., “Cooperation Not Consolidation”: The Answer for Milwaukee Governance”, Wisconsin Policy Institute, 15 (2002).

49.   Wolfson J. and Frisken F. “Local response to the global challenge: Comparing economic development policies in a regional context.” Journal of Urban Affairs, 22 (2000), 361-384.

Idaho Mountain Express Questions

Instructions to Sun Valley City Council candidates - 

Here are the five questions for the election section coming out on Oct. 28. All candidates have received the same questions, and each answer is to be limited to a maximum of 50 words. In the paper, your responses will be printed verbatim. If you go over that limit, we'll have to cut your answer, out of fairness.
DUE DATE: Thursday, Oct. 22

Also, please provide the following....

Age: 53
Occupation: Scientist, retired
Education: BA (Physics), BS (Materials Science), Alfred University
PhD, Case Western Reserve University
Post Doctoral Fellow, Oxford
Government experience: Board of Directors, New Villager Condominium Association, 2008-present.

Why running (limited to 40 words):

I am seeking election to the city council because I want to devote my time and energy to help Sun Valley thrive. I will promote those policies necessary to ensure that Sun Valley retains the desirable aspects we all enjoy.


QUESTIONS

1.) Do you think the city is doing enough to promote the development of affordable housing in Sun Valley? Why or why not?

Yes, and I also agree with the priority being given to first responder and critical-to-safety employees. The city is currently pursing numerous paths to providing such housing in cost effective and efficient ways.

2.) Would you encourage a merger of Sun Valley and Ketchum's emergency services if it saved money? Why or why not?

No, since cost is only one part of the analysis. Value (service per unit cost) is a superior evaluation approach and should be the focus here. Expectations are appropriately high in Sun Valley and we must ensure that our residents have the highest quality service.


3.) What's the most pressing short-term issue facing Sun Valley, and how would you go about facing it?

Air access is critical to the livelihood of Sun Valley and is the most pressing issue facing the entire valley. We need to ensure that the new, relocated airport is efficiently planned and built in the shortest reasonable timeframe consistent with a high quality facility.

4.) What's the most pressing long-term issue facing Sun Valley, and how would you go about facing it?

Protection of open space is critical to the desirable lifestyle in Sun Valley. Sun Valley needs to develop a strategic plan for protection of appropriate lands currently designated in the land use maps as open space but are not currently zoned as such.


5.) Should the city use public funds to support nonprofit organizations in the Wood River Valley, like the YMCA and Sun Valley-Ketchum Chamber & Visitors Bureau?

No for organizations like the YMCA. For entities like SVKCVB, the current “contract for services” model is acceptable. Long-term, local taxing districts (e.g. Local Marketing Districts (LMD)) that place the burden of support for such entities primarily upon those that most benefit from the activities should be evaluated.

Times-News Questions

Profession and Employer:

Scientist, retired

How long have you lived in Sun Valley?

Property owner since 2003, full time resident for 1.5 years.

Previous elected offices:

Board of Directors, New Villager Condominium Association, 2008-present

Previous appointed offices:

None

What do you think will be the biggest challenges facing your city in the next four years will be?

• Preserving open space and views

• Ensuring reliable, well connected commercial air access to the resort area

• Maintenance and enhancement of local infrastructure (e.g. roads, bike paths)

• Health, safety, and welfare associated with habituation of predator wild animals near residences

• Development of a strategy for protection of the city from wildfire threats

• Attracting a respected higher education institution to the valley

The legislature has been reluctant to approve local option tax for cities unless it is done through an amendment to the state constitution that includes a provision requiring two-thirds voter approval of any tax increase. Would you favor such a measure?

Considering the impact of any tax on citizens, the importance of such legislation is substantial. However, the State Constitutional amendment provision is, in effect, usurping local control over taxation to the detriment of many communities. The requirement of a super majority for approval is placing undue emphasis on minority interests.

The legislature has already recognized the need for local control in certain cases. Idaho Statutes provide for local option tax (LOT) authority for resort cities (Idaho Code 50-1044) given a 60% majority vote. Resort areas are unique in that much of the utilization of the infrastructure and services is by visitors, not property owners. As such it is essential that a local taxing authority be available to offset the impact of visitors on infrastructure and services (including public transportation). The reluctance of the legislature referred to in this question is focused upon recent interest in LOT authority for any city in Idaho and specifically for use in public transportation and transportation infrastructure. Many communities, including the Sun Valley resort area, are in need of means to defray infrastructure and services costs away from property owners and onto primary users. LOT can meet and has met this need without a State Constitutional amendment.

Where should the new airport be built?

The Freidman Memorial Airport Authority and the Blaine County Commissioners have selected three potential airport sites with a preference for site 10A, which is south of the US 20/Hwy 75 intersection. Based on all of the information presented to the public, this site would appear to be best suited for the reliable general-purpose airport our resort community needs. Although additional on-site work will determine the suitability of site 10A from a construction perspective, I support relocation of the airport to this site based on currently available information.

Are you satisfied with the level of service and the cost of the emergency dispatch system?

Yes, however the funding distribution between the city and county users needs to be evaluated and adjusted to provide for an equitable distribution of user fees. What should the city’s role be in development of more workforce housing in the Wood River Valley? The current priority for Sun Valley is to provide and/or assist with local housing for first responders and critical-to-safety employees. I agree with this priority. Beyond this activity, the city should stay abreast of developments in workforce housing approaches both nationally and locally to ensure that efficient and cost-effective solutions are considered for potential use within the city.

Are you running for city council because you object to any specific action or actions by the incumbent? What would you differently?

 No, I am running for an open seat on the council. I do not have any specific objections to the work of the current council.

Sawtooth Board of Realtors

Election Scorecard

It is the stated goal of the Board to provide the voters of Blaine County with insight into a candidate's beliefs with regard to many issues they believe are important to the success of our communities. The end result of the Election Scorecard process is a full page advertisement which will be run in the Idaho Mountain Express on either October 21st or 28th, that will include a graded score of my answers along with the other candidates.

Bob Youngman's responses

 I.                Platform Overview:

Please provide a concise overview of the goals that you would strive to accomplish during your term, if you are elected.

My platform is focused on three aspects of Sun Valley that form an essential core of attributes that make our city such a desirable place to live. These attributes are:

·       Open space

·       A prudent, responsible fiscal policy

·       The continued independence of the city

I will work diligently to develop a strategic plan for protection of appropriate lands currently designated in land use maps as open space but are not currently zoned as such.

I will be a consistent and effective force for ensuring that a responsible fiscal policy continues and that our tax dollars are efficiently utilized to the greatest benefit of the citizens of Sun Valley.

I will focus on maintaining the viability of an independent Sun Valley by ensuring that our government is operating as efficiently as feasible and consistent with the highest standard of service.

II.      Replacement Airport / Transportation:

How would you ensure that your city plays an ongoing role with the Blaine County Commissioners, the Blaine County Airport Advisory Committee, and the Freidman Memorial Airport Authority in planning for the proposed replacement airport?

With the recent definition of the structure and charter of the Blaine County Airport Advisory Committee, it has become clear that the North Valley will now have representation in this important process. As I understand it, the North Valley mayors and other assigned individuals will come up with a list of potential candidates. This list will be presented to the Blaine County Commissioners and the FMAA for consideration and down-selected to a few for interviews and a final decision. Any candidate must sign a declaration of support for the replacement airport.

The involvement of the City of Sun Valley in the planning process is currently via the mayor and his suggestions for potential candidates to the advisory board. The selected representative will be key to ensuring that the interests of the North Valley are an integral part of the considerations and deliberations on the proposed replacement Airport. In addition to attending the various replacement airport meetings by city councilpersons, I would expect that the ongoing city involvement would be via periodic reports to the City Council by our North Valley representative as well as input to the representative from city council.

Now that there appears to be uniform agreement on the reality of a replacement airport at a new location, my focus is now upon two issues:

1.     The cost of the new facility to the taxpayers of Sun Valley

2.     The details of the associated business plan for operation of the facility

I will be concerned with these aspects as a primary activity with respect to the replacement airport.

As an elected official, would you support city funding of minimum revenue guarantees or other subsidies to airlines, if required, to ensure continuing air service to Freidman Memorial Airport and / or to the proposed replacement airport?

Per a recent communication from Carol Waller, Executive Director of the Sun Valley-Ketchum Chamber and Visitors Bureau, it is apparent that there still exists confusion over whether contributions to minimum revenue guarantees (MRGs) are, in fact, a legally allowed use of City funds in Idaho.

Independent of the legal issues, I am not in favor of direct public support of for-profit private commerce. However, the airline industry has clearly sent the message that their business plans now include expectations for MRGs in most small markets. Recent reports of the loss of all commercial air service to airports similar in size and market to Friedman are becoming commonplace and we need to be cognizant of the importance of convenient air access to the success of the Sun Valley resort economy. Some resort regions (e.g. Steamboat Springs, CO) have adopted a taxing district (e.g. supported by a 2% lodging tax in the case of Steamboat Springs) to support such minimum revenue guarantees. Other resort areas (e.g. Telluride, CO) have a Local Marketing District (LMD) tax entity. Provided Idaho law allows for it, such taxing districts are a possibility here and their formation would obviously require a vote of the citizenry. This would make lodging (and other taxed revenue sources) more expensive but those paying the most for the MRGs would be primarily those who take advantage of them. This sort of system is more desirable than depending upon a city council to decide on MRGs on a year-by-year basis using the direct tax dollars of residents. The LMD approach also allows for the funding of regional marketing organizations within the district and the combination of marketing with MRGs should allow for a well-coordinated effort. As I noted at the outset, I am not in favor of direct public support of MRGs with taxpayer dollars but the current business climate in the airline industry must be acknowledged and appropriate strategies for maintaining and growing air access need to be put in place. In the short term, any such strategy is likely to continue to include MRGs and potential funding from the cities.

Would you support state legislative changes that would allow local government funding of public transportation and the underwriting of air service, if required?

Yes, especially legislation that allows formation of a taxing district (e.g. Local Marketing District) where it is possible to put most of the tax burden upon those that would most greatly benefit from incentives like MRGs. The details of any such allowed taxing district are, of course, important.

I see local public transport as a different case from air service in that such transportation (e.g. busses), although also used regularly by visitors and resort guests, has a higher level of utilization by local employees. This type of transport should therefore be supported at appropriate levels by local governments to provide efficient, convenient, and timely service for such workers.

III.        Diversified Economy:

How would you ensure a balance between pursuing economic diversity as promoted by GoBlaine! and others, and the need to recognize and promote our existing tourist based assets?

Although I support much of what “Go Blaine!” has proposed, particularly the focus on leveraging the “Sun Valley” brand and the associated coordinated valley-wide marketing strategy, we are first and foremost a resort-based economy. I disagree with the “Go Blaine!” consultants (TIP Strategies) that such a resort-based economy is inherently “fragile”. No data to support this conclusion was provided in the final report or in any other document produced by the consulting group. In fact other research (such as that completed for the City of Aspen, CO in 2008) shows that such economies can be very robust, particularly those that are considered the most desirable resorts. Top US and European resort economies have weathered the current downturn (and numerous others) with a predominance of results of smaller declines in revenue than many other industries. It is unclear if this will continue through the 2009-2010 winter season, but superior resort destinations have historically been much less affected by economic downturns. A recent article in the Idaho Mountain Express quoted David Perry, Senior Vice President, Aspen Skiing Co as follows:

"During difficult economic times, people will tend to go to brands that they trust.” In times like these "there is an opportunity to reinforce our brand, its authenticity, the appeal, and great value of the Aspen-Snowmass experience”.

Only the best resorts will thrive through downturns and it is therefore imperative that we focus today on improving our resort economy by making our resort even more desirable year-round. We should also include a reasonable and prudent amount of funding and effort designated toward economic diversification (particularly toward any “low hanging fruit”). However, diversification of an economy is at least a 20 year process and we must ensure that we do not loose focus on what we are today: a highly advantaged, desirable resort-based economy. It is also important to point out that “organic” diversification that grows out of resort activities (e.g. Scott and Smith) has been shown (and is the experience here) to be the most durable. Bringing new businesses into an expensive region is fraught with difficulty and increased potential for short-term failure (e.g. Icebreaker). We should closely monitor Idaho Bioscience, a subsidiary of a larger company, Santa Cruz Biotechnology Inc., which recently (2008) bought the old Scott Building, remodeled, and set up a bioscience laboratory operation that employs in excess of 20 technicians and professionals. The owner is a local second homeowner and his business plan/process may serve as an example for other potential businesses to evaluate.

The critical element that I perceive as missing in the Wood River Valley is higher education. Without a real, substantial, and recognized educational component, we will be at a disadvantage to other resorts that have established recognized educational institutions. Once again, the “Go Blaine!” consultant has made categorical statements about the lack of interest that any potential educational institution might have with respect to establishing a base or satellite here in the Wood River Valley. No data were provided to support this statement, nor were any probes of institutions reported to found such an important conclusion. The valley has significant attributes to offer and we should be engaging some of the best and most respected national and international institutions for potential cooperative agreements, including potentially providing land or other assistance. Educational “events” such as conferences, meetings, and lectures are ideal sources of revenue during “slack” periods as well as during “prime” periods. These activities will contribute to both increased visitors (and revenue) and increased exposure of the area (marketing) to individuals that might not otherwise be aware of the desirable nature of our resort area. In addition, any educational institution will naturally bring a younger demographic to the area. This is another way to assist in attaining a broad age distribution in the valley as well as to develop potential new full time residents.

Do you support establishing a regional economic development entity that would be financially supported by all Blaine County governments, or do you believe that each municipality should be in charge of its own economic development?  If the latter, should there also be a regional entity, and how should economic development responsibilities and funding be divided between County municipalities and a regional entity?

I support creation of a regional economic development entity that would be funded on a “contract for services” model, such as the city currently engages in with the Sun Valley-Ketchum Chamber and Visitors Bureau. This gives our local tax dollars local control over the expenditures but also allows for regional coordination where and when appropriate.

Provided you think it is necessary, what would you do to attract and retain younger visitors and younger permanent residents to the area?

The attraction of younger visitors is directly associated with activities and events that appeal to younger visitors. To the extent that we attract and support such activities and events, we will see increased participation in our economy by these age groups. It has been reported that the new Director of the Sun Valley Resort, Tim Silva, has had success in prior assignments with bringing younger families to a resort setting. This was accomplished via numerous means, not the least of which is providing venues that attract a younger demographic, such as terrain parks. Sun Valley Co. is currently installing a terrain park at Dollar Mountain. Complimenting existing activities and entertainment with additional amenities that appeal to a younger visitor is of critical importance.

As mentioned above, the addition of a substantial, recognized, and respected educational institution will bring younger individuals to the area.

With respect to retaining younger permanent residents, I do not have clarity on any reliable approach other than further economic development (business creation or attracting existing businesses) that leads to a distribution of new jobs that includes opportunities for early to mid-career professionals. This level of employee will me most able to afford housing in the resort area. Also, an educational institution of substance will help attract both new companies and be a benefit for their employees from both continuous learning and cultural perspectives. Such an institution will potentially lead to younger full time residents as a portion of students from the institution choose to stay in the area.

What are your capital improvement priorities for your city and over what time frame?

Sun Valley is currently developing a Capital Improvement Program that will likely include various road projects. In addition, a strategy and associated plan for the 5-acre parcel that the city owns at the edge of the city limits near Ketchum is underway. I support both of these initiatives.

IV.    Regional versus Local Government:

How important do you deem regional issues to be (ex. transportation including air access, environmental issues, affordable and workforce housing, regional marketing) relative to issues specific to your city?

Each issue must be addressed independently. Some regional issues can have great impact on the city whereas others are not impactful. Transportation (including air access) is an example where such a regional issue is very important to the city and is naturally a focus of the council. Other regional issues may not have as a great an impact and therefore do not warrant such attention.

In your opinion, what are the most pressing regional issues affecting Blaine County?

Preserving open space and views

Air access

Local and regional infrastructure (roads, electric power)

Attracting a respected higher education institution to the valley

Health, safety, and welfare associated with habituation of predator wild animals near residences

What role do you envision your city playing in regional issues?

Ensuring that we are part of the conversation and that we bring substance to such discussions via research, analysis, and critical thinking.

Would you support a regional council of governments where representatives of all Blaine County municipalities meet on a regular basis to discuss regional issues and potential efficiencies in government?

Support of such an organization would depend upon the charter of the entity. Such meetings currently occur on an informal basis now, but an organized effort with an agreeable charter would likely be fruitful.

V.      Affordable Housing:

Would you support state legislative changes that would allow local government funding of affordable community housing?

Yes. However, I contend that such housing is best and most efficiently achieved with private non-profit funds and innovative private capital investments. I will note one exception: housing for first responder and other critical-to-safety workers. The community should accommodate such individuals at high priority and potentially use city funds provided a business case could be made for the investment by the city.

In your opinion, must workforce housing be located in the same municipality as the project being asked to develop the housing?

No.

Given the economic and social community benefits of housing working families in the Wood River Valley, should developers be required to pay the entire cost of affordable community or employee housing, or should the cost be balanced between the community and the developer?  If you support a balanced approach, how would you suggest that housing responsibilities be shared between developers and municipalities?

I think that the burden should be primarily upon the developer with due consideration by the municipality to allow for efficient building of such housing including project-specific innovative solutions that may be outside current zoning restrictions.

If you believe that creation of affordable community housing should be a priority, what would you do to ensure that more units are either constructed or converted from market rate to deed restricted/equity sharing housing in the near term?

For the City of Sun Valley, I see this as a priority for first responders and other critical-to-safety workers. I would promote development of a strategy, including a rigorous financial analysis and associated requirements, which could be put in place to facilitate accommodation of such workers within the community.

VI.    The Environment:

What environmental issues are priorities for your city?

Water use is a concern as Sun Valley is a large consumer of water and water is a scarce resource in the high desert mountains of Idaho. Recent changes in the SV Water and Sewer District metering and billing will likely have a positive affect excessive water use.

Energy use by the city should be analyzed regularly and appropriate cost-effective new technology should be considered.

The wildland-urban interface with respect to the impact of wildfires is an important issue facing our city. Strategies for protecting our community need to be investigated and put into practice to limit our vulnerability to catastrophic fire damage.

What, if anything, should your city do to develop alternative energy sources?

Our area has significant solar energy capacity and potential geothermal energy sources. These sources should be a focus of local efforts for alternative energy technology.

Does maintaining the scenic corridor (property visible from Highway 75 north of Glendale Road) as it is now take precedence over the construction of alternative energy sources (wind turbines, solar panels, etc.) within it?

Yes.

Our area is a resort that is unique with respect to the lack of development of ridgelines. This should be maintained.

On the valley floor, the current generation of wind turbines are large, tall structures and are inappropriate for our resort environment. In addition, wind is not an abundant or reliable source of energy in the Wood River Valley.

Solar panel technology and design, including seamless integration into residential buildings, is developing at a fast pace. Given the abundance of solar energy extant in our valley, these technologies should be continually evaluated and considered for inclusion in potential approved building materials provided such systems achieve an acceptable aesthetic appearance.

What leadership role should cities take in the environmental arena; should such a role be regional in cooperation with other municipalities or local, pertaining only to your city?  If you believe that there should be both regional and local roles, how would you balance those activities to ensure the most effective use of funding and effort?

I do not envision local government as a leader in the environmental arena. Environmental improvements at the local level should be guided by state and national standards and be evaluated by private entities as a business proposition. The “greening” of a business can be justified for numerous reasons including energy savings and as a marketing tool.

Local government must, however, provide guidance for region-specific issues to the state and federal environmental entities and serve as a conduit for concerns of city residents.

Would you support your city switching to a four day work week?  If so, would a material saving first need to be proven in terms of a reduction of both the direct and indirect carbon footprint and in lower operating costs for city buildings?  How would you balance the potential environmental savings versus the loss of service to your constituency?

Any such administrative change would first need to be justified on a financial basis. Provided a financial argument can be made that indicates a neutral or positive savings, then a thorough polling of the populace of Sun Valley would need to be conducted to ensure that the four day week is acceptable from a service quality and quantity perspective. Although the state of Utah has recently demonstrated a 13% energy savings after switching to a four-day workweek last year, much of this savings is just a movement of the energy use burden from the state to the employee. Each Utah employee does not stay at home on Friday in a cold (or hot) house with no lights on. They certainly heat or cool their houses, turn on lighting, watch TV, drive to do errands, and consume other energy that would otherwise not be consumed if they were at work. This directly affects carbon-footprint reduction claims. Based on my research, there is not sufficient data to conclude that a four-day workweek is advantageous on a total energy consumption (or carbon footprint) basis. The demonstrated energy savings are dominated by shifting much of the cost to the employee; this is something that needs to be considered.

VII.    Sun Valley Specific Questions:

Would you encourage / support construction of the community connector (ex. gondola, fixed rail streetcar/trolley, enhanced bus service including alternative-energy powered busses) that would connect both downtown Ketchum and Sun Valley to Bald Mountain?

I am fully in support of the concept but the details are critical. Of particular concern are the cost of construction and the on going funding of operations. A gondola would certainly add a unique amenity to the entire resort area and has been shown to be an asset in other western ski areas (e.g. Telluride, CO).

Would you support utilizing Sun Valley funds for regional purposes such as air service initiatives, regional marketing, etc?

As stated above, I think that taxing districts (e.g. Local Marketing Districts (LMDs)) should be investigated for funding of these activities as they place the funding burden upon those who take greatest advantage of the benefits. As far as direct tax dollars today, I acknowledge the current business climate in the airline industry and would support, if allowed by Idaho law, interim funding until a more equitable funding source (e.g. an LMD) can be identified. Air access and coordinated marketing are critical to the maintenance and growth of our resort economy.

November 3, 2009- Election Day

October 23, 2009 - Some Candidates Balk at Questionnaire

Pizza & Politics Video via Idaho Mountain Express

October 9, 2009 - Sun Valley Candidates Tackle Growth

October 7, 2009 - Pizza & Politics, 6:30 PM, A Forum to Hear From and Question Candidates at Carol's Dollar Lodge.

September 4, 2009 - Sun Valley Council Contest Taking Shape

August 21, 2009 - Idaho Mountain Express - Sun Valley Gets First Contender for Council

August 18, 2009 - Press Release

Bob Youngman is announcing his candidacy for the City of Sun Valley Council.

Youngman will be campaining on a focused platform emphasizing (1) the continued independence of the city; (2) protection of open space; and (3) a conservative fiscal policy. "I am convinced that small, local, and responsive government is the best and most efficient model for the unique needs of the City of Sun Valley". He is also committed to enhancement of the resort economy in the upper Wood River Valley and further development of the outstanding outdoor activities in the area.