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2009: Business in the 'Boat: Straight Talk from five local leaders. Business in the 'Boat: Straight Talk from five local leaders. by Jennie Lay
Greening the restaurant scene
Rex Brice
With three restaurants on his plate, it’s hard to imagine how Rex Brice finds time to ski, mountain bike and camp; but it’s little surprise that the relaxing Old Town Hot Springs is his favorite local amenity. Rex is president of Steamboat Restaurant Group, which owns and manages Rex’s American Grill and Bar, Big House Burgers and Mazzola’s – all part of the Chamber’s Sustainable Steamboat Business Program. He’s also vice-president of the Steamboat Springs Restaurant Association, a Chamber board member and a Steamboat Springs Rotary Club member.
Rex says you can see the seeds of his entrepreneurial spirit in his first business, when at the age of 10 he sold cinnamon toothpicks. He’s optimistic about the future for new cultural and culinary opportunities in the Yampa Valley – and he puts high stakes in the mentors who have helped his own expansion. “Regardless of who you are or the success you have achieved, you should always have a mentor in your life,” he says. “A good mentor is someone who will be very honest with you, teach you what they can, and give advice that you respect – even if you don’t want to hear it.”
On the Move: Describe a day in the life of running three separate restaurants.
Rex Brice: I don’t run three restaurants. I have great people that run each restaurant. I do my best to support them.
OTM: How did you get your start in this business?
R.B.: My first job was in a restaurant. I knew I wanted to be a chef immediately. It is hard, rewarding work; you get to play with knives and you can eat all you want.
OTM: Your biggest piece of advice for someone who wants to open their own restaurant?
R.B.: Don’t. But if you must, then do your homework. As well as being a chef for over 20 years, I spent a tremendous amount of time studying financial statements of restaurants before I opened my first place. Restaurants often fail because they are either run by restaurateurs that don’t know business or businessmen that don’t know restaurants.
OTM: What are some things you’ve done to help your business thrive in challenging economic times?
R.B.: We have been proactive. We started making changes months before we felt the recession in Steamboat. We wrote three budgets for the coming year and discussed the ramifications of each with the staff.
OTM: Why did you get involved in the Chamber?
R.B.: If there is an organization in your community whose sole mission is to promote and increase your business, it makes sense to be involved and support them any way you can.
OTM: What are a few things you'd like to do to make restaurant businesses more green or sustainable?
R.B.: The best thing we can do is to continue to hound our suppliers for more “green” and local products. Three years ago our primary supplier had little to no green products, even on special order. Today they have hundreds of products in stock.
OTM: Got a favorite business advice book?
R.B.: Good to Great by Jim Collins
OTM: How does online social networking come into play in your business?
R.B.: Word of mouth is the most effective advertising and social networks are today’s form of communication. The great thing about social networks like Facebook is that you get to have a voice as well as your customers.
OTM: What's the hardest part of doing business in a resort community?
R.B.: The seasonality.
OTM: The easiest part?
R.B.: People in Steamboat are genuinely happy to be here. It is easy to do business with happy people.
OTM: How long have you lived in Steamboat?
R.B.: Since 1993.
OTM: First job here?
R.B.: Sous chef at L’Apogée.
OTM: Got a pet volunteer project around?
R.B.: Rotary International. Since we meet every week, Rotary offers the opportunity to give a little back all the time. You can’t wait until you are rich to give money or retired to give time. If you do, you will be incomplete for most of your life.
OTM: Looking at Steamboat’s changes, what do you feel hopeful about and what worries you?
R.B.: You can’t miss the growth we have had over the past few years. While it is nice to see improvements such as the new buildings downtown I worry that our hourly worker is going to be pushed from the valley by rising home prices.
OTM: What are the biggest challenges in attracting and retaining employees?
R.B.: Our goal is to nurture the personal and professional lives of our employees. We are always looking for ways to help them grow and accomplish their goals. Finding new opportunities is always the biggest challenge.
OTM: What is Steamboat lacking in terms of infrastructure that would aid in the success of your business – energy, recycling, transportation, resources?
R.B.: As much as we all hear about green business practices, our community has a long way to go. There is nowhere at this time to discard food waste or compostable materials. Our recycling programs struggle due to our remote location, and as great as our local products are, we are not yet able to fully utilize them. The good news is that there are people working on all of these issues and we have come a long way in a short time.
OTM: Has a surging interest in local food affected any of your menu decisions?
R.B.: Absolutely. Using local products has always been a priority for us. We work very hard to incorporate any local product that is available into our menus or specials. We are always looking for new products and work closely with ranchers to provide local beef to our guests.
OTM: What is your favorite Web site as a business resource?
R.B.: www.restaurantowner.com has templates for everything from business plans to employee evaluation sheets, as well as articles on everything you ever wanted to know about a restaurant.
OTM: How important is the ski industry to your business?
R.B.: Steamboat wouldn’t be what it is today without the ski industry. Our business is dependent on winter tourism to survive. Much of our customer base is made of either visitors or locals who are here because of the ski industry.
OTM: Besides skiing, what do you see as the top three tourist draws to Steamboat?
R.B.: Triple Crown, Triple Crown, Triple Crown
Keeping track of government
Julie Franklin
Once upon a time, before Julie Franklin moved to Steamboat 16 years ago to snowboard, she worked on a California cruiser boat that shuttled back and forth between Long Beach and Catalina Island. Perhaps this intimate knowledge about the age-old booze cruise was ample training for her current job as the Steamboat Springs city clerk, where she is in change of administering liquor licenses for Steamboat’s bars, restaurants and special events, among many other duties.
Julie had been deputy city clerk since June 2000, and was named city clerk in April 2009. She takes over amidst shrinking budgets and challenging times – but as the history-keeper for Steamboat city government, Julie’s office still has important work on its hands. Julie is the curator of the city’s records, providing support for legislation and city council meetings and issuing licenses and permits. And she suggests one helpful perk for locals who might be looking for advice: “Our receptionist is an excellent source of knowledge of city services, as well as services provided by other community entities.”
On the Move: Describe your job and how it affects day-to-day business in Steamboat Springs.
Julie Franklin: The city clerk’s office is the official record-keeper for the city. We also issue all liquor licenses, provide administrative assistance to city council and manage front desk operations.
OTM: How did you get your start working in government?
J.F.: I was looking for a steady, more fulfilling job and so I applied for the deputy city clerk position in 2000.
OTM: What are some of the biggest challenges your office faces in these challenging economic times?
J.F.: Trying to do more with less and maintaining customer service levels.
OTM: What is the most utilized service of the city clerk’s office?
J.F.: Liquor licensing, including new applications, renewals and liquor permits for special events.
OTM: What is the most under-utilized service of the city clerk’s office?
J.F.: Our library of documents, city laws and city council minutes, which are located at the front desk of City Hall.
OTM: What is one thing you wish more people knew about the city clerk’s office?
J.F.: We place city council agendas, tentative agendas, minutes and council meeting packets on our Web site, www.steamboatsprings.net.
OTM: What’s the best way to get the word out in this electronically connected age?
J.F.: In addition to our Web site, the city also produces an online newsletter. Anyone may receive it, just go the city’s website and subscribe.
OTM: What makes working for the city different from a private or nonprofit business?
J.F.: Government work may be seen as more stable; however government tends to be the scapegoat for all community problems. What I like about my job is the opportunity to help people and change that negative view of government.
OTM: What are a few things you'd like to do to make the city more green or sustainable?
J.F.: We no longer use bottled water at council meetings. Also, I’d like to get laptops for council to use during city council meetings and eliminate the need for so many copies of the council meeting packet.
OTM: Do you have a mentor in Steamboat, or elsewhere?
J.F.: I rely on my fellow management team members, many of whom I have worked with since I started with the city.
OTM: First job here?
J.F.: Cashier at Rendezvous Saddle Food Court, at the ski area.
OTM: Favorite job here?
J.F.: My current one, of course!
OTM: It would seem like eventually you get to work with most everyone in Steamboat in one way or another. Is that true? And what are the advantages and disadvantages of being in that position?
J.F.: I do have the opportunity to work with many community members, which is a positive aspect of my job. On the other hand, this is a small town and I sometimes have second thoughts about blasting Joan Jett from my car or wearing my green chaps on the last day of the mountain. But I do it anyway.
OTM: Favorite local amenity?
J.F.: Emerald Mountain.
OTM: Looking at Steamboat Springs’ changes, what do you feel hopeful about and what worries you?
J.F.: I think this is, and will remain, a caring and thoughtful community. However, I worry that we will lose talented teachers and other valuable employees due to the price of housing.
OTM: What do you see as the most promising aspects of the current changes?
J.F.: Growth can provide more attainable housing and a wider variety of services.
OTM: How important is a Web presence for local government? And is this a growing focus for disseminating information?
J.F.: It is very important and it is a focus of the city to provide citizens with as much notification and information as possible.
OTM: What percentage of your business deals with tourists and second homeowners versus full-time residents?
J.F.: The majority of my business deals with full-time residents, but it depends on the issue.
OTM: What is your favorite Web site as a business resource?
J.F.: The Colorado Liquor Enforcement Division.
OTM: What is your favorite Web site as a guilty pleasure?
J.F.: Overstock.com
OTM: Mountain bike or road bike?
J.F.: Mountain bike.
OTM: Backpack or car camp?
J.F.: Car camp.
Making space for art
Kelly Anzalone
Kelly Anzalone makes juggling an art – and that’s not just because of his signature We’re Not Clowns juggling performance group. The infamous funnyman is also president of the Steamboat Springs Arts Council, a volunteer job that has taken on important functions. The community’s umbrella arts organization is finding new focus in the visual and performing arts and slowly emerging from tough economic times. The 15-year resident is past owner of Steamboat Mountain Theater (Steamboat’s performing arts venue that saw its demise in the demolition of Ski Time Square), manager of Wildhorse Cinema and owner of KPA Productions, his own video production company.
Above all, Kelly has high hopes that soon he’ll be a theater owner again, with a multi-use facility that can do everything from West Side Story to small children’s shows, movies and food – and that maybe the Bump-Off will resurrect itself on Chute One some day.
On the Move: Describe your art.
Kelly Anzalone: My art is a couple of things. I guess the most obvious would be my juggling. It is definitely a good time juggling with my troupe. The other art would be my production company. One of the many things I do is editing and graphic design. Editing can be very challenging and creative.
OTM: What would your advice be to someone who wants to pursue a career as an artist in Steamboat?
K.A.: I’ve always lived by the saying, “do what you love and the money will follow.” I must say that I am still waiting for any significant amount of money, but I have had a great time pursuing my creative goals.
OTM: How did you make your debut on the Steamboat arts scene?
K.A.: A We’re Not Clowns juggling gig for a birthday party. We did it for $50 and birthday cake.
OTM: What groups have you performed in since that debut?
K.A.: Ski Town Productions. We have written eight or nine full-length musical comedies about life in a ski town. I play a character called Dude. It is short for Dominic Underhill Demetri Entwistle. The only line I have (unless it’s a flashback) is “Dude.”We’re Not Clowns has performed all over the United States and a little in Europe. We competed in the International Jugglers Association annual meeting and won the silver metal in Montreal.
OTM: What’s the state of the Steamboat Springs Arts Council?
K.A.: The Arts Council has really turned around and we have re-started a lot of programs. We have visual arts programs in the Depot every month under the direction of our new visual arts committee and we are trying to add entertainment to all our art openings. We have re-committed our focus on our affiliates and artist members.
OTM: What would your advice be to someone who wants to get involved in any nonprofit and be effective?
K.A.: The first and easiest way is to donate your time. Once you get involved in a program, you can figure out what you would like to do to. Be prepared to work hard and don’t do it for the money.
OTM: Is the art scene still growing in Steamboat?
K.A.: Just like the community itself, the arts are growing. We need a performing arts venue.
OTM: What's the best perk you can offer an employee in Steamboat?
K.A.: Living in Steamboat. It can be a hard place to live because it is so expensive, but living here to me is second to none.
OTM: What makes working for a nonprofit organization different from a for-profit business?
K.A.: You have to get money somehow; it just depends on how you get it. Being here to support artists sometimes is different because they are artists, not necessarily business people, and tend to see the world differently than the traditional business person.
OTM: What’s the hardest part of deciding which arts to fund in Steamboat?
K.A.: Not having enough money to support everyone equally.
OTM: The easiest part?
K.A.: Finding someone to give money to.
OTM: First job here?
K.A.: Working the front desk at Thunderhead Lodge (now torn down), busing tables at the Ore House, lifeguarding at Health and Rec (now called Old Town Hot Springs) and working at the after-school program. You can’t just have one job in Steamboat!
OTM: Do you see local art and cultural resources growing?
K.A.: Absolutely. I have seen many visual arts galleries spring up. We need to get the performing arts better represented.
OTM: How does online social networking come into play as a local arts business?
K.A.: I used email as a major marketing tool for Steamboat Mountain Theater. It is getting harder to fight the way through spam now. Facebook has potential, but a lot of people don’t like it.
OTM: Favorite local amenity?
K.A.: National Forests for all they have to offer, both summer and winter.
OTM: Ski or snowboard?
K.A.: Both…and telemark and snowshoe and snowmobile.
OTM: Backpack or car camp?
K.A.: Both, as often as possible.
OTM: Looking at Steamboat’s growth over the past few years, what do you feel hopeful about and what worries you?
K.A.: I am hopeful that we will have a performing arts venue and that I will be involved with it. I worry about the increased traffic and that we will lose our “mud seasons,” which I think we sort of all ready have.
OTM: What is Steamboat lacking in terms of infrastructure that would aid in the success of local arts programs?
K.A.: If we had a source of long-term funding that we could count on, it would make a big difference in our ability to plan for the future and not spend so much time struggling for survival.
OTM: What are the keys to being a successful nonprofit organization in Steamboat?
K.A.: Having an easily definable goal that people want to support
OTM: What is your favorite Web site as a guilty pleasure?
K.A.: Facebook.
OTM: How important is the local ski industry to your business?
K.A.: Many of my clients need to advertise to them.
OTM: Assuming Steamboat will continue to grow, what’s on your wish list for expanded local art and cultural resources?
K.A.: The New Steamboat Mountain Theater.
OTM: Is there anything else you would like to add?
K.A.: I like to smoke a mean rack of ribs.
Growing local ag
Marsha Daughenbaugh
Ask Marsha Daughenbaugh what it takes to be a real Steamboat Springs local: “Taking an active part in community – giving back more than you take,” she replies.
Take that advice from a woman who was born and raised in the Yampa Valley. She’s also the executive director of the Community Agriculture Alliance, co-chair of Vision 2030 and a third-generation rancher. As Marsha sees it, the valley’s agricultural culture and heritage is one of its biggest draws – and she sees those elements as increasingly important drivers for the local economy’s future.
Marsha’s first job was working for her parents on their Rocking C Bar Ranch in the Lower Elk River Valley, but her favorite job is leading the Community Agriculture Alliance. This cattlewoman spends a lot of time in the office, but on the weekends and evenings you can still find Marsha helping out with whatever needs to be done around the ranch, whether that’s cattle work, farming, haying or fixing fence.
On the Move: Describe the Community Agriculture Alliance.
Marsha Daughenbaugh: The mission of the Community Agriculture Alliance is to preserve the agricultural heritage of the Yampa River Valley by initiating, supporting and encouraging actions, programs and policies that mutually benefit and connect agricultural producers and consumers.
OTM: What are some of the greatest future prospects for agriculture in the Yampa Valley?
M.D.: Agriculture continues to be the most sustainable, long-lasting business in Routt County. Our natural environment is so conducive to good plant growth, which in turn leads to great cattle and sheep production, good hay, alfalfa, wheat, barley, oats, potatoes and other ground crops. As technology expands, I think that we will see other opportunities develop.
OTM: What’s your advice to someone who wants to start ranching or farming here?
M.D.: Where there is a will, there is a way. If you intend to make your ranching or farming operation an economic success, you must be willing to set specific goals, work a lot of hours, enjoy the challenges presented by the climate and do without many of the “toys” that your urban friends have.
OTM: What have you done to help your ranch business and your nonprofit organization succeed in challenging economic times?
M.D.: If you don’t have the money, you don’t spend it.
OTM: How did you get your start in nonprofit business?
M.D.: I was looking for a change from a previous career with the USDA Farm Service Agency after 25.5 years of employment. Community Ag Alliance needed a new director and the timing was right for both of us.
OTM: What are some of the greatest challenges of local fundraising?
M.D.: So many organizations – and getting our message out to the right people.
OTM: The greatest rewards?
M.D.: Our community supports our nonprofits beyond belief.
OTM: What would your advice be to someone who wants to get into nonprofit work?
M.D.: Go for it. Working with a nonprofit is incredibly rewarding. Each organization welcomes volunteer help – so pick your passion and become involved.
OTM: What's the best perk you can offer an employee in Steamboat?
M.D.: Paid time to volunteer with a bona fide organization of your choice.
OTM: What’s happening in local ag to make it more green or sustainable?
M.D.: By its nature, agriculture has to be sustainable. For the land to be profitable, you must take care of the land with a long-range vision: You leave more grass in your pastures than you allow the animals to eat. You design ponds and reservoirs that retain water for later use. You control weeds. You harvest crops in a timely manner and allow the ground to recover.
OTM: Do you have a mentor in Steamboat, or elsewhere?
M.D.: My mentor is my father, Raymond Gray. My nonprofit mentor is Nancy Kramer.My spiritual mentor is Tim Selby. My husband, Doc, keeps me on track.
OTM: How does online social networking come into play in your business?
M.D.: Face-to-face networking is my forte. I am an idiot with the new technology, which concerns me. However, I struggle with finding the time to get on board.
OTM: How important is a Web presence for local agriculture? For a nonprofit business?
M.D.: Web presence is important in agriculture if you are direct marketing your products or if you are offering ag-tourism opportunities. Web presence is important for nonprofits: Many people search the Web first.
OTM: What's the hardest part of doing agricultural business in a resort community?
M.D.: The fragmentation of land parcels when properties are sold for development, and the high demand for land parcels which has driven land prices unrealistically high.
OTM: The easiest part?
M.D.: There are jobs in town to support our ranching/farming habits.
OTM: Got another pet volunteer project around town?
M.D.: Methodist Church, Vision 2030, Bark Beetle Information Task Force, a book club, Cowboy Roundup Committee, Routt County CattleWomen, Tri-county Farmers Union.
OTM: Looking at Steamboat’s changes, what do you feel hopeful about and what worries you?
M.D.: Hopeful that both long-time residents and newcomers will work together to meet the challenges. Fearful about the loss of our community character.
OTM: What is Steamboat lacking in terms of infrastructure that would aid in the success of agricultural businesses – energy, recycling, transportation, resources, customers?
M.D.: All of these issues are interlocking for all of the businesses in Northwest Colorado – including agriculture.
OTM: Has a surging interest in local food affected agriculture in the Yampa Valley yet? How about regionally or state-wide?
M.D.: Local agriculture is very dependent upon markets outside the valley. Throughout the years many people have worked very hard to develop sustainable markets for cattle, sheep, hay, alfalfa and grains, and the products that are raised in this area are recognized nationally for their value. The local food efforts are good and should be expanded, but everyone needs to recognize that we raise way more products here than our local population can use. We cannot underestimate the economic value of ag production in the valley.
OTM: Do you think agriculture will grow in the Yampa Valley in the foreseeable future?
M.D.: I am not sure that it will grow, but I do believe it will remain stable. Good producers change with the times as needed for their operations to sustain and/or grow.
Assessing the economy
Carl Steidtmann
Carl Steidtmann lives in Steamboat Springs and studies the world. “I wouldn’t want to go to work every day in Steamboat,” he says. “Going to the same place every day has never appealed to me – which is why I became a consultant.”
As chief economist and director of Deloitte Research (an arm of one of the world’s largest international consulting firms), Carl is responsible for identifying, analyzing and explaining major issues that face businesses. That’s no small task considering the uncertain economic times. But every day he offers insight and strategy about organizational change, economics, regulation and technology to clients all over the world.
Then he comes home to Steamboat, a place he chose for the all-around quality of life: outdoor activities like cross-country skiing, biking and backpacking; the beautiful setting and well-educated community. “My business doesn’t depend upon what happens in the Steamboat community,” Carl says. He predicts more location-neutral professionals like him will follow suit. “You’ll see more people do this because of the high quality of time.”
On the Move: Describe your job.
Carl Steidtmann: I spend about half of my time forecasting and doing risk management for Deloitte. I spend the other half writing and speaking publicly for clients on the economy, the policy decisions of the federal government, regulation, public policy and economic factors in industry. I deal a lot with consumer-related business in regards to the health of the consumer, changing regulatory environment and various issues. It’s an interesting job and it’s different every day.
OTM: How did you get your start in this business?
C.S.: Part of it was having a PhD. Part of it was just educational background in history and business. My first real consulting job was with Price Waterhouse, one of Deloitte’s competitors. I leaned many of the tricks of the trade there and it has evolved since then. Now that has evolved into more of a traditional economist job. I work a lot in-house, looking at macro-economics.
OTM: What’s your take on the state of the economy in Steamboat as of mid-2009 compared to the global situation?
C.S.: The broader U.S. economy is still in a recession. Historically, Steamboat has lagged the national economy. Steamboat is clearly in a recession and has a lot longer to go.By fall, the global economy will begin to see some growth. For Steamboat, we probably won’t see that until next year.
OTM: Why are we behind?
C.S.: Because a lot of the drivers of economic growth come from outside this economy. We’re a little bit like the tail of the dog. It takes awhile from when the dog gets petted for the tail to wag.
OTM: What do you see as some of the greatest future prospects for the Yampa Valley economy?
C.S.: The key is to try to focus on a more diversified economy. Areas where you’re going to see a lot of growth include energy, death and taxes – i.e., health care and government. Energy, in particular, is a huge opportunity for Northwest Colorado. It’s a real significant driver, both in conventional coal and natural gas, and also in renewables. Also, an aging population coupled with health care reform point to a significant increase in the demand for health care. If people had better health insurance they would see a doctor more frequently and age means they need more health care. For regions in the country that have good health-care facilities, which Steamboat does, that can be a significant growth factor.
OTM: What are the Yampa Valley’s biggest hindrances to economic growth?
C.S.: Demographics. The most dynamic segment of the population is the 25- to 45-year-old age group. That’s a segment that is underrepresented as part of the population. The cost of living here is relatively high compared to the business opportunities. But one of the benefits of the current downturn is that we’re seeing those prices coming down.
OTM: Do you see advantages embracing a new “green” business plan during a time when they are facing other day-to-day economic challenges?
C.S.: Part of the change that’s going to take place as a result of President Obama’s cap and trade plan is fairly significant incentives for businesses to reduce their carbon footprint. That will create business opportunities.
OTM: What is Steamboat lacking in terms of infrastructure that would aid in the success of more location-neutral businesses being able to function here?
C.S.: This is not an easy place to travel to and from – not just in terms of weather, but infrastructure. Summer airline travel is spotty. The best thing that could happen is for Colorado to develop high-speed rail. High speed internet has gotten a lot better but we’re going to have to increase the capacity and bandwidth – video conferencing is the wave of the future.
OTM: What are some things you’ve recommended or seen businesses doing around the world to succeed in challenging economic times?
C.S.: First and foremost, cash is still king. Under the most challenging circumstances, you still want to be generating cash. Debt is a killer – anything you can do to reduce the amount of debt is absolutely critical. Focus on the recovery. Recessions don’t last forever. Don’t get into the bunker mentality – there needs to be an operating model that works well once the recovery returns.
OTM: What would your advice be to someone who wants to work remotely from Steamboat?
C.S.: It’s a challenge. You need to be established within your profession and within your company. You need a well-known niche so people know who you are and what you do. Otherwise, it’s easy to be out of sight and out of mind. Also, have a career or a task where you have something deliverable that forces you to interact with people in the organization on a regular basis. You need to meet face-to-face eventually with clients or people in your business, but managing your time so you don’t have to travel all the time is a big challenge.
OTM: Got a favorite business advice book?
C.S.: The Prince by Niccolò Machiavelli
OTM: How does online social networking come into play in your business?
C.S.: Within Deloitte, we have our own Facebook application called D-Street. We’re developing our own internal Twitter. They’re helpful in a way, but I don’t use them as much as I should. Within the firm it’s quite helpful to get a little background on someone if you’re trying to develop a relationship. It’s a great way of communicating with a large group of people in a fairly efficient manner. For location-neutral people, it’s a good tool.
OTM: Got a pet volunteer project around town?
C.S.: Steamboat Springs Orchestra and Historic Routt County. My interest in the orchestra has a lot to do with the conductor Ernest Richardson – I find him interesting and entertaining and I’ve always liked classical music. As for Historic Routt County, I think it’s important for a community to maintain its historical character and integrity.
OTM: Favorite local amenity?
C.S.: Spring Creek. You can find me walking our dog, Nellie, up there most afternoons when I am in town.
OTM: Do you see the struggles that Steamboat faces as any different from those of larger cities or the nation as a whole?
C.S.: I don’t think we’re experiencing the severity of the downturn that places like California, Arizona, and Nevada are going through. We’ve been more fiscally prudent than a lot of the economy. The pine beetle issue has not been handled terribly effectively – it’s a huge missed opportunity. To allow all this wood to fall down and rot is a tragic waste. I don’t think we managed that resource well at all.
OTM: What is your favorite Web site as a business resource?
C.S.: www.calculatedrisk.com
OTM: Favorite Web site as a guilty pleasure?
C.S.: www.hotair.com and www.realclearpolitics.com
OTM: Assuming Steamboat will continue to grow, what’s on your wish list for expanded cultural, culinary or recreation resources?
C.S.: I would like to see Colorado Mountain College grow and become a more substantial institution than it is today. Its core mission is established, but it should become a larger, four-year institution that is able to attract a broader set of students and a bigger faculty, becoming a full-time college. Regarding the influence of universities on economic growth, there’s a huge positive correlation. A university in town has a huge positive effect on a whole region.
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