Aurora Vote ’24: The race for Arapahoe County Commissioner District 5

1. Arapahoe County faces a budget shortfall of more than $35 million in 2025, as federal COVID-19 relief funds dry up and residents’ expectations of the county continue to grow. How should the county address the shortfall? If the county had to cut back, where would you cut first?
   
   To address the $35 million budget shortfall Arapahoe County faces in 2025, we must take a balanced approach that prioritizes both fiscal responsibility and progressive values.
   
   First, we should evaluate the aid provided to external agencies, such as cities and nonprofits, that receive grants and other funds from the county. Redirecting several million dollars from these grants could help bridge the budget gap. While this is a difficult decision, it’s essential for the county to ensure its own financial stability before extending support to others. This aligns with the sentiments of other County officials, who also see this as a primary area for potential cuts.
   
   Next, we may need to reduce some services to address the shortfall. This could include areas like road maintenance. Although not ideal, it’s a more viable option than cutting personnel, which should be our last resort. Maintaining our workforce is crucial for providing essential services and effectively supporting the community.
   
   Additionally, we need to explore revenue-generation options. Removing the revenue cap imposed by TABOR (de-Brucing) is a critical step. Introducing a modest sales tax dedicated to county services could also provide significant relief and help cover immediate budgetary needs.
   
   Moreover, establishing a County Bank (public bank) is a forward-thinking, long-term solution. Such a bank would allow Arapahoe County to keep more revenue within the community, funding essential services and projects for decades. This initiative requires substantial planning and time but promises a sustainable financial future.
   
   Combining these strategies ensures we address the shortfall pragmatically while laying the groundwork for long-term fiscal health.

2. How would you leverage the relationships you’ve built within Aurora to benefit residents as commissioner?
   
   My years of community work and political expertise uniquely position me to leverage the relationships I’ve built within Aurora to benefit residents as a commissioner. I have positive relationships with every Arapahoe County elected official, including all current commissioners and candidates running in contested races for the Board of Commissioners. My campaign is endorsed by the Arapahoe County assessor, the Arapahoe County treasurer and two of the four remaining Arapahoe County commissioners.
   
   These established relationships mean I can communicate in real-time with current elected officials and bring immediate, informed feedback from constituents as I canvass the doors of Arapahoe County residents. This ensures that the voices of the people are heard and addressed promptly.
   
   Additionally, the conversations I’ve had with directors of various departments in Arapahoe County will facilitate a smooth transition once elected. My pre-existing relationships with current members of the county government will help me navigate it more effectively.
   
   Furthermore, I am committed to maintaining a transparent and interactive approach with the community. I plan to initiate monthly county commissioner meetings throughout District 5, creating an ideal blend of positive, harmonious working relationships with elected officials and active, ongoing community engagement. This model of governance ensures that residents’ needs and concerns are continually addressed while fostering a collaborative environment among county officials.

3. Arapahoe County Public Works and Development reports that, as of 2023, about 41% of roadways controlled by the county were in “poor” or “very poor” condition. How should the county tackle this backlog of deferred road maintenance?
   
   In addressing ANY item that requires money, residents must understand two things:

• This is a product of years and years of neglect by refusing to make the hard decisions, such as raising taxes, to make sure that our infrastructure is safe at a bare minimum.
• Arapahoe County is at a budget shortfall and needs more ongoing revenue. We must de-Bruce! Otherwise, we have to follow a traditional mindset and raise taxes or cut services that people want, enjoy and need. We have the choice to be innovative and create a County Bank and use the revenue to support Arapahoe County or not, and we know residents don’t enjoy it when their taxes are raised.

Arapahoe County should address the backlog of deferred road maintenance through a multifaceted and progressive approach:

• Leverage County Bank profits — establish a county-run bank to generate additional revenue, which can be reinvested into infrastructure projects, including road maintenance.
• I recognize that the Gaylord Hotel is not within Arapahoe County and was a deal managed by the City of Aurora, but it serves as a crucial example of a broader issue. We need to put an end to sweetheart deals like the one Gaylord received, which allowed them to avoid paying taxes for decades. Additionally, we must ensure that companies like Amazon pay their fair share of taxes. Arapahoe County boasts a thriving environment and is experiencing rapid growth. If we can get housing prices under control, we need to attract a different kind of developer, one that values fair contributions over tax breaks and brings higher-paying jobs that benefit our community. We should focus on fostering sustainable growth and creating opportunities that align with the county’s long-term economic and social goals, rather than settling for low-wage jobs that do not meet our needs.
• Increase funding — advocate for state and federal grants dedicated to infrastructure improvements, ensuring a steady flow of funds for road repairs.
• Sustainable practices — implement sustainable road maintenance practices, such as using recycled materials and eco-friendly technologies to reduce costs and environmental impact.
• Public-private partnerships — explore partnerships with private sector companies for joint investments in road infrastructure, sharing the financial burden and accelerating project timelines.
• Community engagement — engage with residents to prioritize the most critical roadways and ensure transparency in the allocation of funds and resources.
• Efficient project management — streamline project management processes to reduce delays and ensure timely completion of road maintenance projects.

By combining these strategies, Arapahoe County can effectively address its road maintenance backlog while promoting economic stability and environmental sustainability. It’s important to note that there are over $300 million in backlogged maintenance projects. No matter how we tackle the problem, it will take a few years to catch up and then reduce the backlog. As soon as the backlog trends downward, we can make significant progress. The goal is to get the boulder rolling down the hill. It takes a while to push it over the edge, but once we do, it’s easier to keep it going, and it gains momentum. We aim to fix the problems left by our predecessors, which in some facets includes my opponent, and ensure we don’t leave the same issues for future generations.

4. Is there anything more you’d like to see Arapahoe County do to regulate oil and gas operations near Aurora, especially around homes and water sources?
   
   At the bare minimum, Arapahoe County must conduct comprehensive environmental studies to ensure clean and accessible water sources for decades to come. We understand the pressing need to balance environmental protection with the demands of oil and gas but our priority should always be safeguarding our community and the environment.
   
   While we advocate for cleaner forms of energy, we recognize the current role of oil and gas. However, it’s crucial to implement strict regulations to minimize the impact on our homes and water sources. This includes enforcing buffer zones, rigorous monitoring and implementing best practices to mitigate risks.
   
   Ultimately, our goal is to transition to cleaner energy sources. While we may not be there yet, we must push hard in that direction, gradually phasing out oil and gas operations in favor of sustainable alternatives. This progressive approach ensures we protect our environment and public health while paving the way for a cleaner, greener future.

5. Arapahoe County is aging along with the rest of the state and the nation, with the median age of county residents climbing from 35.7 years to 37.1 years between 2012 and 2022, according to the U.S. Census Bureau. What more could the county do or what could it do better to serve older residents?
   
   As Arapahoe County’s population ages, it’s crucial to adopt strategies that cater to the evolving needs of older residents, ensuring they remain active, healthy and engaged in the community. Here are several initiatives and improvements the county could implement to serve its older residents better:

• Expand Health and Wellness Services
  • Accessible health care — increase the availability of health care services tailored to older adults, including specialized clinics for geriatric care and mobile health units for home-bound seniors.
  • Preventive care programs — offer comprehensive preventive care programs, including screenings, vaccinations and wellness check-ups.
  • Mental health services — provide accessible mental health support, including counseling and therapy, to address issues such as depression and anxiety among older adults. The new Aurora Mental Health center that just broke ground is very much needed.
• Enhance Transportation Options
  • Senior-friendly public transit — improve public transportation options with senior-friendly features, such as low-floor buses, priority seating and accessible stops.
  • On-demand services — expand on-demand and paratransit services to ensure seniors have reliable transportation to medical appointments, grocery stores and social activities.
  • Volunteer driver programs — encourage and support volunteer driver programs to offer additional transportation assistance to older adults.
• Increase Affordable Housing and Home Modification Support
  • Senior housing — develop more affordable housing options for seniors, including independent living communities and assisted living facilities.
  • Home modification grants — provide grants or low-interest loans for home modifications that enable older residents to age in place safely, such as installing grab bars, ramps and stairlifts.
• Promote Social Engagement and Lifelong Learning
  • Community centers — enhance community centers with programs and activities specifically designed for seniors, including fitness classes, arts and crafts, and social events.
  • Intergenerational programs — foster intergenerational programs that encourage interaction between older adults and younger generations, such as mentorship programs and community projects.
  • Lifelong learning — partner with local educational institutions to offer lifelong learning opportunities, including classes on technology, arts and personal development.
• Strengthen Support Services and Resources
  • Caregiver support — provide resources and support for family caregivers, including respite care, training and counseling services.
  • Information and referral services — establish a comprehensive information and referral service to connect seniors with available resources, such as meal programs, home care and financial assistance.
  • Legal and financial assistance — offer legal and financial assistance services to help seniors navigate issues such as estate planning, fraud prevention and managing benefits.
• Promote Health and Safety Initiatives
  • Fall prevention programs — implement community-wide fall prevention programs, including home safety assessments and balance training classes.
  • Emergency preparedness — develop emergency preparedness plans tailored to the needs of older adults, ensuring they have access to essential supplies and information during disasters.
  • Neighborhood watch programs — encourage neighborhood watch programs that include a focus on the safety and well-being of older residents.
• Leverage Technology
  • Telehealth services — expand telehealth services to make health care more accessible for seniors, particularly those with mobility issues.
  • Technology training — offer training programs to help older adults become comfortable with using technology, including smartphones, computers, and online platforms for social connection and services.
  • Smart home devices — promote the use of smart home devices that enhance safety and convenience, such as medical alert systems and home automation for lighting and temperature control.

By implementing these strategies, Arapahoe County can create a supportive and inclusive environment that addresses the unique needs of its aging population, ensuring older residents can live healthy, fulfilling, and independent lives.

6. Arapahoe is the third-most populous county in the state. What should the county do to keep up with its steady growth, and what does “smart growth” look like to you?
   
   To keep up with its steady growth, Arapahoe County should focus on implementing smart growth strategies that balance development with sustainability, economic opportunity and quality of life. Smart growth, to me, encompasses the following key principles:

• Comprehensive planning and community engagement — develop a long-term vision through comprehensive planning that includes extensive community engagement. This ensures that growth reflects the needs and desires of residents, businesses and stakeholders. Community input is crucial for creating a shared vision for the county’s future.
• Mixed-use development — promote mixed-use development to create vibrant, walkable neighborhoods where people can live, work and play. This reduces the need for long commutes, supports local businesses and fosters a sense of community. Zoning regulations should be updated to allow for a mix of residential, commercial and recreational spaces.
• Affordable housing — address housing affordability by increasing the supply of affordable housing near transit hubs and employment centers. This can be achieved through incentives for developers, inclusionary zoning policies, and public-private partnerships. Ensuring a diverse range of housing options is essential for accommodating residents of all income levels.
• Sustainable transportation — invest in sustainable transportation options, including public transit, biking and walking infrastructure. Expanding and improving the public transit system can reduce traffic congestion, lower emissions and provide equitable access to jobs and services. A key strategy is collaborating with transit agencies to develop transit-oriented developments.
• Green spaces and environmental stewardship — preserve and expand green spaces, parks and recreational areas. Protecting natural resources and promoting environmental stewardship is vital for maintaining the county’s ecological health and residents’ quality of life. Implementing green building standards and encouraging sustainable development practices can further this goal.
• Economic development and job creation — support economic development initiatives that create jobs and foster innovation. Attracting and retaining businesses, particularly in growing sectors like technology, health care and green energy, will provide economic stability and opportunities for residents. Workforce development programs should be aligned with industry needs to ensure a skilled labor force.
• Infrastructure and services — ensure that infrastructure and public services keep pace with growth. This includes upgrading transportation networks, utilities, schools and health care facilities. Smart technology and data-driven solutions can improve efficiency and service delivery.
• Resilience and adaptability — plan for resilience and adaptability in the face of challenges such as climate change, economic shifts and population changes. Building resilient infrastructure, promoting energy efficiency and preparing for emergencies are critical components of smart growth.

Smart growth in Arapahoe County involves a holistic approach that integrates land use, transportation, housing, economic development and environmental protection. By prioritizing sustainable practices, engaging the community and planning for the long term, the county can manage its growth effectively and ensure a high quality of life for all residents. This is especially important because some predictions by state agencies show Arapahoe County becoming the largest county by 2030 (or shortly thereafter). If we don’t get a lot of one through eight above correct, we could stymie our own growth and never reach our amazing potential as a county.

7. Aurora’s City Council has explored ways of shifting the responsibility for providing various services onto the county. Most recently, the council has proposed to halt the municipal prosecution of domestic violence cases, which the county may have to spend millions of dollars on an annual basis to prosecute in a timely way. How would you respond to Aurora and other cities making similar unfunded demands of the county?
   
   Shifting the responsibility for various services onto the county without providing the necessary funding is a significant concern, especially when it involves critical issues like the prosecution of domestic violence cases. Here’s how I would respond to Aurora and other cities making similar unfunded demands of the county:
   
   Given how Aurora has treated their public defender’s office of late, how their city prosecutor’s office has violated defendant’s rights over and over, and just in general how their police department handles Aurora’s business, I would love Arapahoe County to take over prosecutions from Aurora where we can guarantee we will better serve the residents of Arapahoe County. Shifting the responsibility for various services onto the county without providing the necessary funding, however, is a significant concern, especially when it involves critical issues like the prosecution of domestic violence cases. I would welcome the shift, but it has to happen slowly and with proper funding. To achieve that shift, I would look for the following:

• Advocacy for fair funding — I would advocate strongly for fair funding to accompany any transfer of responsibilities. It is essential that Aurora and other cities work collaboratively with the county to ensure that the necessary financial resources are allocated to handle the increased workload effectively. This could involve negotiating intergovernmental agreements that include appropriate funding mechanisms. The county also has a number of enforcement mechanisms to make behaving in a less poor way in Aurora’s best interest. Those mechanisms have been poorly, or not at all, used in the past 50 or so years. The current electeds are generally in favor of using said seldom-used power, and I would join with them.
• State-level advocacy — I would push for state-level involvement to address the issue of unfunded mandates. Engaging with state legislators to create policies that require cities to provide adequate funding when shifting responsibilities to the county is crucial. The state can play a role in ensuring that all jurisdictions have the resources needed to serve their residents effectively.
• Transparent budgeting and accountability — I would insist on a transparent budgeting process that clearly outlines the costs associated with the additional responsibilities. This transparency would allow residents to understand the financial implications and hold both city and county governments accountable for ensuring services are adequately funded.
• Collaboration and shared services — exploring collaborative approaches and shared services agreements can help mitigate the financial impact on the county. By working together, Aurora and the county can find efficiencies and cost-saving measures that benefit both parties while ensuring essential services are maintained. This collaborative approach should include regular communication and joint planning sessions.
• Community Involvement and input — involve the community in discussions about shifting responsibilities and funding. Public input is vital to ensure that decisions reflect the priorities and needs of residents. Hosting town hall meetings, forming advisory committees and conducting surveys can help gather valuable feedback and build community support for fair funding solutions.
• Focus on domestic violence — given the severe nature of domestic violence, it is crucial to prioritize these cases. I would advocate for specialized funding and resources to ensure that domestic violence cases are prosecuted effectively and in a timely manner. This could involve seeking grants, creating dedicated domestic violence prosecution units and partnering with nonprofits and advocacy groups to support victims.
• Progressive revenue solutions — exploring progressive revenue solutions to address funding gaps is essential. This could include revisiting property tax assessments, implementing impact fees for new developments or exploring other progressive tax policies that ensure those with greater financial resources contribute fairly to the provision of essential services.
• Building a stronger social safety net — ultimately, the goal should be to build a stronger social safety net that includes robust support for victims of domestic violence and other vulnerable populations. By investing in preventive measures, social services and community programs, we can reduce the demand on the criminal justice system and improve overall community well-being.

Responding to unfunded demands from Aurora and other cities requires a multi-faceted approach that includes advocacy for fair funding, state-level policy changes, transparent budgeting and community involvement. By working collaboratively and exploring progressive revenue solutions, we can ensure that essential services, especially those as critical as domestic violence prosecution, are adequately funded and effectively delivered.

8. Arapahoe County is struggling to get the most out of its aging jail after voters rejected a 2019 ballot item that would have raised property taxes to replace the facility. What solutions would you like to see the county explore?
   
   Aging jails and correctional facilities pose significant challenges, particularly when voters have rejected funding measures to replace them. To address this issue with a progressive prevention lens, it’s essential to focus on strategies that reduce the reliance on incarceration and promote alternatives that are more cost-effective and humane. Here are the solutions I would like to see Arapahoe County explore:

• Expand Pretrial Services and Diversion Programs
  • Investing in robust pretrial services and diversion programs can significantly reduce the jail population. These programs can include:
  • Pretrial risk assessments — implementing evidence-based risk assessment tools to determine which individuals can safely be released pending trial.
  • Diversion programs — expanding programs that divert non-violent offenders, particularly those with mental health or substance abuse issues, away from jail and into treatment and support services.
• Enhance Community-Based Mental Health and Substance Abuse Treatment
  • Many individuals in jail struggle with mental health and substance abuse issues. Providing comprehensive community-based treatment can prevent incarceration by addressing the root causes of criminal behavior:
  • Crisis Intervention Teams — expanding CIT programs to train law enforcement officers in handling mental health crises, reducing the likelihood of arrest and incarceration.
  • Mental health and drug courts — strengthening mental health and drug courts to offer treatment-focused alternatives to jail.
• Implement Restorative Justice Practices
  • Restorative justice focuses on repairing the harm caused by criminal behavior through reconciliation with victims and the community. Programs can include:
  • Victim-offender mediation — facilitating dialogue between victims and offenders to promote understanding and restitution.
  • Community service — requiring offenders to complete community service projects as part of their rehabilitation.
• Invest in Reentry Programs
  • Effective reentry programs can reduce recidivism by helping formerly incarcerated individuals reintegrate into society. Key components include:
  • Job training and employment services — providing job training, resume assistance, and employment services to help individuals find stable work upon release.
  • Housing assistance — ensuring access to safe and stable housing for individuals reentering the community to reduce the risk of recidivism.
  • Educational programs — offering educational opportunities, including GED programs and vocational training, to improve long-term prospects for formerly incarcerated individuals.
• Decriminalize Non-Violent Offenses
  • Reevaluating the criminalization of certain non-violent offenses can reduce the jail population. Measures to consider include:
  • Decriminalizing drug possession — shifting from a punitive approach to a public health approach for drug possession offenses.
  • Reducing fines and fees — eliminating excessive fines and fees that disproportionately impact low-income individuals and often lead to incarceration for non-payment.
  • Even though this is a primary focus / power of the state legislature, I would advocate strongly for these policies and leverage my relationships downtown to get said reforms passed.
• Implement Bail Reform
  • Reforming the bail system to ensure that individuals are not held in jail simply because they cannot afford bail. Key reforms include:
  • Eliminating cash bail — moving towards a system where pretrial detention is based on risk rather than financial means.
  • Ensuring prompt hearings — guaranteeing timely hearings for all individuals to reduce unnecessary pretrial detention.
• Utilize Technology and Modernize Facilities
  • Where replacement of the facility is not possible, modernizing the existing infrastructure and utilizing technology can improve conditions and efficiency:
  • Upgrading facilities — making necessary repairs and upgrades to ensure the current jail meets safety and health standards.
  • Implementing electronic monitoring — expanding the use of electronic monitoring as an alternative to incarceration for non-violent offenders.
• Strengthen Community Partnerships
  • Collaborating with community organizations, nonprofits and other stakeholders can enhance support services and create a more integrated approach to criminal justice:
  • Partnerships with service providers — working with local service providers to offer comprehensive support, including health care, education and employment services.
  • Community advisory boards — establishing advisory boards to provide input on criminal justice policies and practices, ensuring community voices are heard and considered.
• Look at Building Something Less Costly
  • Prisons and jails have looked a certain way in our country for most of its history. We can change that. There are other models of jails that do not look like our current jail and are more effective. I would like to look at northern Europe and how they incarcerate people to reduce what we would need to build in the first place. We may be able to build a new, reimagined facility at a fraction of the cost of a duplicate building to what we have now. 

Addressing the challenges of an aging jail requires a multifaceted approach that emphasizes prevention, treatment and rehabilitation over incarceration. By investing in alternatives to incarceration, enhancing support services and modernizing existing facilities, Arapahoe County can create a more effective and humane criminal justice system. These strategies not only reduce the reliance on outdated facilities but also promote safer and healthier communities.

9. To what extent is it fair to characterize this primary election as a contest between the progressive and moderate wings of the local Democratic Party?
   
   To characterize this primary election solely as a battle between the progressive and moderate wings of the local Democratic Party oversimplifies the complexities at play. While I proudly identify as a Democrat and embrace progressive values, reducing the race to such labels overlooks the broader context and diverse needs of District 5.
   
   My decision to run stems from a deep frustration with the lack of action from current elected officials, particularly as District 5 faces significant challenges, including high poverty levels and neglect. This district deserves an advocate who will fearlessly represent the interests of its diverse residents without being beholden to political favors or debts.

My campaign has garnered support from a wide range of individuals, including those who have changed their party affiliation to support my progressive, people-centered platform. If my dedication to serving the community without regard for personal political gain qualifies this race as progressive versus moderate, then so be it. However, my ultimate goal is to provide inclusive and interactive representation that prioritizes the needs of all constituents, especially those in the working-class and blue-collar communities of District 5.

10. What is the most important difference between you and your opponent in the primary?
    
    Apart from the influence of billionaires, special interest groups and individuals earning over ten times the median income of Arapahoe County annually (which is $46,244), who are attempting to sway this election with their wealth, the most important distinction between my opponent and me in the primary is rooted in our approach to community engagement and service. While my opponent may tout endorsements and political connections, my candidacy is fueled by a genuine commitment to grassroots activism and direct support for vulnerable communities. My experiences, from managing budgets to hands-on assistance for those in need, have been driven by a sense of duty and moral obligation rather than political ambition.
    
    My involvement in the community predates any aspirations for elected office. I have consistently prioritized the needs of the community because it’s the right thing to do, not for personal gain or political advantage. This authenticity and dedication to the people are reflected in my actions, whether it’s continuing to canvass after being bitten by a dog or actively listening to the concerns of constituents.
    
    My candidacy is not just about winning an election, it’s about serving as a voice for the community and making a positive impact on society. I am driven by the desire to honor my family, inspire others who have faced challenges, and encourage civic engagement among the youth. My opponent may focus on endorsements and political alliances, but my campaign is rooted in a genuine commitment to uplifting and empowering the people of Arapahoe County. I am Hashim Coates, and I am Unbought, People Bossed.