Board of County Commissioners goals and policy directives 2024

The following is a compilation of the policy directives, strategies and priorities of the Board of County Commissioners (BOCC) for the calendar year 2024 that promote the County’s mission to deliver quality services to the Citizens of Garfield County. This list reflects key priorities identified by the BOCC throughout the public hearings in consideration of the 2024 Adopted Budget. These are in addition to the annual processes, initiatives, work plans, and programs currently underway and day-to-day operations and services provided to the community. These straightforward goals are the core of a dynamic strategic planning process, which is adaptive and will be ongoing throughout 2024.

Infrastructure and Investment

  • Continue to execute the 10‐year Master Plan for the Garfield County Airport as a general aviation airport and promote the airport as an economic development engine in the region by continuing to complete land leases available for Development of Private and/or Commercial Hangars. Continue to make Airport improvements by successfully completing the Request for Concept Plans and initiating the 10-year Master Plan Update so that the County can carefully and diligently entertain future hangar build-out and a possible second FBO.
  • Continue to maintain and improve the County’s road and bridge system. Specific projects include completing Phase 2 (approximately 2 miles) of the CR 215 rebuild project as well as complete the final engineering of Phases 3 and 4. Complete the annual chip seal and paving program of county roads and continuing to make drainage improvements to the Battlement Mesa road system. Additionally, the county intends assist the USFS via an Agreement by improving approximately 8 miles of the Buford Road with new gravel and magnesium chloride applications.
  • Maximize the Garfield County Fairgrounds as a year‐round events center with enhanced promotions and capital investments including the construction of a new restroom facility in 2024. Support the remodel of the warehouse at 937 Railroad Avenue for use by the 4H and CSU Extension programs including the construction of the associated outdoor classroom. Continue to evaluate potential future use of the former NAPA building.
  • Continue to advance the county’s regional communications network infrastructure by continuing to partner with Region 10 and our communities in the Colorado River Valley to implement broadband from the newly constructed Carrier Neutral Locations (CNLs) and explore opportunities to advance / facilitate ISPs to install broadband service to underserved and non-served households and businesses in Garfield County. Increase tenants on the County’s remote communication towers with promotion and advertising.
  • Continue to work with the Colorado Department of Public Health and Environment (CDPHE) to advance amendments to the Garfield County Landfill Master Plan and the Engineering Design and Operations Plan to include the recently purchased Langstaff property. Additionally, complete the 30-year lease with the Bureau of Land Management to incorporate the Langstaff homestead structures into the Langstaff property.
  • Continue to promote infrastructure projects that are priorities for our local communities in the County with state and federal grants through the Intermountain Transportation Planning Region (IMTPR). Specifically, maintain support and advocacy for the Town of New Castle and Town of Silt I-70 Interchanges & Roundabouts. Provide support for funding from the State’s 5311 Annual Operating Assistance Grant Program specifically for the Parachute Area Transit System (PATS).

Public Health and Human Services

  • Support the aging population through Garfield County’s Older Adult Services and community health programs. Review and implement recommendations from the Senior Needs Assessment as appropriate after community input to include nutrition programs and food delivery programming.
  • Continue to provide support to all populations within the area with a higher concentration on the most vulnerable individuals and families through a wide variety of programs in the Department of Human Services. Continue our support for local non-profits through the Human Services Commission and the Human Services Grant Programs, partnerships and programs.
  • Promote overall community physical and mental health by preventing disease with vaccinations and addressing environmental health concerns (water and air quality) by providing high quality services including educating and advocating for specific community needs, fulfilling State grants and through collaboration and partnerships. Specifically, the Commissioners will work to finalize and implement the Public Health Improvement Plan (PHIP) that endeavors to remove barriers to health care services such as mental health care.
  • Continue to explore all viable mental health options throughout Garfield County with partners including Mind Springs Health and the Aspen Hope Center. Continue to support the construction and operation of the recently developed Withdrawal Management Services Facility in Glenwood Springs and continue to serve on its governance committee.
  • Advance Garfield County’s participation level with the State of Colorado with our Community Corrections program and evaluate additional funding sources from the State of Colorado to support the program.
  • Continue to support food and nutrition security initiatives so all Garfield County citizens have access to healthy, safe, affordable foods essential to optimal health and well-being. Promote oral public health activities to reduce the burden of chronic diseases associated with oral health by utilizing integration strategies to promote access to oral health care as well as integration of oral health in mental health, behavioral health, and chronic disease prevention and management programs for school-aged youth, seniors, pregnant women, and TeleORALhealth within Garfield County.
  • There is recognition that childcare options are a vital component to workforce development and sustainability. Equally important is early childhood development and kindergarten readiness for preschool children. Garfield County will work collaboratively with partner agencies to develop, support, and increase childcare capacity while insuring all children are ready to learn when entering Kindergarten.

Community Outreach and Transparency

  • Continue the commitment to partnerships and effective communication with the cities, towns, and communities within its borders through intergovernmental agreements, joint meetings, town halls, and quarterly meetings with managers.
  • Maintain and promote transparency and improve community relations by providing improved access to meetings such as continuing the use of Zoom and Granicus as well as access to information and financial data and services. A specific focus will be on implementing a replacement for Granicus in order to continually improve our meeting and agenda management systems.
  • Continue to highlight county activities, decisions, proclamations, awards and events through press releases, public service announcements and other media forms.
  • Advance the County’s website as a communication tool. Continue to work diligently towards meeting the requirements of House Bill 21-1110 which requires state and local public entities to meet established website accessibility standards where government websites must provide reasonable accommodations for people with disabilities by July 2024.
  • Continue to support the mission of the Energy Advisory Board and host the 9th Annual Energy Environment Symposium.
  • Showcase the Garfield County Fair and Rodeo as a premiere event for the Western Slope with premier talent, events, and carnival.

Economic Development

  • Promote economic development around the Rifle-Garfield County Airport to leverage opportunities with private industry such as hangar development with general aviation activities and with government entities such as the Center of Excellence for Advanced Technology Aerial Firefighting, the Unmanned Aerial Vehicle Training Facility, the Upper Colorado River Interagency Fire Management Unit, and the SEAT base.
  • Advance broadband systems and partnerships in Garfield County and with Region 10 including implementation of Phase III of the Broadband efforts by exploring opportunities to facilitate ISPs to utilize our recently completed CNLs.
  • Protect Garfield County and Western Slope water rights including playing an active role in negotiations with the Colorado River District and the Common Interest Cost-Share Agreement (CICSA) to ensure Shoshone permanency. Continue to host and support the semi‐annual Garfield County Water Forum and maximize Board involvement on statewide and regional water issues including the Colorado River Basin Roundtable, the Colorado River Water Conservation District, and the Middle Colorado Watershed Council’s conservation planning.
  • Prioritize economic development through capital projects, policies, programs, and collaboration including working with Associated Governments of Northwest Colorado (AGNC), the Federal Economic Development District, the Rifle Regional Economic Development Corporation, Colorado River Valley Economic Development Partners, providing support for Carbondale CoVenture and the Garfield County Economic Development Roundtables.
  • Continue to be a leader in Colorado with on-the-ground solar energy development and maintain our support Garfield Clean Energy including its focus on funding for energy efficiency on senior and low-income households to build a resilient economy with clean energy. Work with Garfield Clean Energy and private industry to enhance clean energy programs and clean energy infrastructure in Garfield County. Look at State and Federal grants for County and Municipal clean energy projects. Continue to evaluate land use opportunities for large solar projects in the County such as the recently completed solar farms completed by Caerus, CMC, and projects west of Parachute.
  • Participate in community discussions and work sessions on affordable and attainable housing through land use decisions, policies, programs and collaboration with non-profits and private enterprise. Continue to evaluate opportunities to reduce obstacles such as development fee waivers to the development of affordable housing. Continue the use and support of private activity bond allocations to benefit home ownership in Garfield County specifically for single-family mortgage loans to low-and moderate-income families administered through Colorado Housing and Finance Authority (CHFA).
  • Maximize natural resource opportunities in the Piceance Basin through improvements to county road infrastructure such as completing upgrades to phases 2, 3 and 4 of CR 215, land use code updates, and active collaboration with industry, Federal, State, and local governments to support LNG export facilities that serve the Piceance Basin. Continue to be a local government leader in local land use decisions siting oil and gas locations in partnership the Colorado Energy and Carbon Management Commission (ECMC) as well as actively participating in various rule making efforts at the State level with the ECMC and CDPHE. Maintain an active membership role with the Western States and Tribal Nations Natural Gas Initiative.
      • Continue to support the agriculture industry and promote the county’s agricultural heritage through policies, decisions and programs on land use, noxious weeds, farm-to-table programs, water policies and educational programs.
      • Continue to partner with Colorado State University (CSU) Extension, support 4-H programming and support and promote our agricultural heritage through activities at the Fairgrounds including the annual Garfield County Fair & Rodeo.
      • Continue to support and partner with the Bookcliff, Mount Sopris and South Side Conservation Districts and through collaboration and cost sharing programs with Natural Resource Conservation Services.
  • Improve the quality of life and health of our citizens and communities through partnerships and the strategic use of conservation trust funds throughout the county.

Federal, State and Local Policy Agenda

  • Continue the purpose of preserving historic access to public lands, historical right of ways and County roads within Garfield County.
  • Advance the interests of the County through leadership, policy development and active representation in the National Association of Counties (WIR), Colorado Counties, Inc., Club 20, and the Associated Governments of Northwest Colorado.
  • Advocate for the sustainability of the Federal PILT, severance tax, Federal Mineral Lease, Secure Rural Schools funding programs and RS 2477 legislation in Congress.
  • Continue to coordinate and participate as a Cooperating Agency in the following federal Environmental Impact Statements:
    • BLM – The 2021 Environmental Impact Statement (EIS) for the Greater Sage Grouse Resource Management Plan Amendments. Garfield County is a Cooperating Agency in this EIS development with an expected ROD in 2024.
    • BLM – Supplemental Environmental Impact Statement (SEIS) for the Colorado River Valley Field Office and Grand Junction Field Office Resource Management Plans, Colorado. This SEIS will consider whether lands will be open or closed to Federal fluid mineral leasing and analyze the effects that combustion of oil and gas produced in the planning decision area may have on greenhouse gas emissions, as well as related mitigation. Garfield County is a Cooperating Agency in this SEIS development with an expected ROD in 2024.
    • BLM – Big Game Habitat and Corridors Resource Management Plan Amendment and Environmental Impact Statement (EIS) to evaluate oil and gas program and other management decisions across existing BLM Colorado resource management plans to promote the conservation of big game corridors and other important big game habitat on BLM-administered land and minerals in Colorado. Garfield County is a cooperating agency in this EIS development with an expected ROD in 2024.
    • Continue to participate and advocate for Garfield County’s socio-economic values regarding the proposed Natural Asset Companies proposal and the BLM’s proposed Conservation Rule.
  • Continue to participate and collaborate in various rule making efforts undertaken by the Colorado Oil & Gas Conservation Commission and the Colorado Department of Public Health & Environment including engaging the 23-member Western and Rural Local Governments Coalition.
  • Continue to coordinate with the Bureau of Land Management regarding the Environmental Assessment of Rocky Mountain Resources’ (RMR) proposal to drill 5 water monitoring wells and serve as a Coordinating Agency in the anticipated Environmental Impact Statement for RMR’s proposed limestone mine expansion. Additionally, we will continue to diligently strategize the County’s associated lawsuit with RMR.
  • Continue to coordinate with federal land managers to ensure natural resource development and multiple use on federal lands by implementing the Board’s policies in the Garfield County Federal Land Natural Resources Coordination Plan and Policies and continue to host the semi-annual State and Federal Land Managers meeting.
  • Coordinate with the White River National Forest and Colorado Parks and Wildlife on the future use and management of the Sweetwater Lake property. Specifically, actively engage with the USFS as a Cooperating Agency in the NEPA process.
  • Continue to support efforts that address wildfire mitigation, suppression and education with the Roaring Fork and Middle Colorado Wildfire Collaboratives and through our partnerships with the Center of Excellence for Advanced Technology Aerial Firefighting, the Unmanned Aerial Vehicle Training Facility, the Upper Colorado River Interagency Fire Management Unit, the SEAT base and Garfield County Emergency Management.

Organizational, Core, and Internal Services

  • Continue to advance our commitment to making Garfield County an employer of choice in the region through continued engagement of employees with competitive pay and benefits; professional development and targeted training and with a focus on succession planning and leadership training including continued support for the emerging leaders and middle management leadership series as well as continuing to evaluate specific cost-effective health plan options.
  • Promote a culture of safety and advance the county’s risk management activities with a focus on measures to reduce the overall insurance costs to the county. Commission a county insurance task force to evaluate options for the BOCC for 2025 as potential alternative insurance choices to our membership with CTSI.
  • Ensure the fiscal sustainability of county operations with a balanced annual budget and working to operate within it by reducing the reliance on quarterly budget supplements, maintaining headcount, and continuing to develop long‐term revenue forecasts and financial strategies for the county’s organizational structure and five-year capital improvement plan.
  • Maintain the motor pool fleet vehicles for safety and reliability purposes and implement the new motor pool policy through the motor pool user’s committee.
  • Advance IT cyber security, network infrastructure and data storage, maintenance of computer equipment and replacements, and increase the security of the county’s website. Continue the work of the Technology Advisory Committee and IT assessment recommendations with table-top exercises in the spring of 2024.
  • Update the employee handbook to include cyber-security policy and advance the education and training on cyber security.
  • Utilize our grant writer resources to maximize the availability of current funding opportunities to support county infrastructure and services.

Approved on Feb. 20, 2024, by the Garfield County Board of County Commissioners at its regular public meeting.