Julie Guerrero-Goetsch, the Administrative Services manager for Churchill County. She has been with the county for 20 years and is willing to give up her current position to serve as a commissioner.
Guerrero-GoetschThe county is facing a monumental budget deficit that will affect the rest of this fiscal year and FY2025. How should the county overcome both the short-term and long-term budget woes?
Each year local government entities must go through a budget development process, which begins each January for preparation of the fiscal year beginning July 1. During this process, appointed and elected department heads submit base operating budgets along with any supplemental requests, which may include additional services, supplies, equipment, or personnel along with justification for those requests.
The county’s base operating budget plus the additional requests submitted for the year beginning on July 1, 2024, exceeded estimated revenues. The county must submit a balanced budget to the Nevada Department of Taxation, and therefore leadership made a decision to remove the majority of supplemental requests, leaving just base or standard operating budgets and asked for departments to cut 15% from services/supplies and capital expenses in order to balance the budget.
Leadership also asked that in the current year, departments work to try and save 10% of services/supplies to strengthen our beginning fund balance headed into July. The board has exercised its authority to reduce the budget by requesting staff relook at their budget requests. This is a cooperative process where department heads propose where they will make reductions within their budgets.
The county has done well over time and strives to find effective ways to move forward while adapting to economic conditions and state/federal decisions. This is not the first time I’ve seen the county go through economic cycles. I support responsible spending and fiscal accountability. My experience, perspective, and history has taught me important lessons about government budgeting and economic cycles. More taxes are not the right answer, but leveraging grants, partnerships, and economic development that brings managed beneficial growth supporting our local businesses and bringing in new complimentary businesses, helps our local economy and our community without raising taxes.
What issues in pubic health safety would you prioritize with the Central Nevada Health District?
Churchill County was instrumental in the formation of the Central Nevada Health District (CNHD) and partnered with the City of Fallon, Mineral, Pershing, and Eureka counties, to better serve our rural communities rather than remaining a member of the state’s health district. CNHD began serving the communities in its four member counties and one city on July 1, 2023.
Although the health district has several services it must provide related to environmental health, epidemiology/communicable diseases, and public health preparedness; prioritizing clinical health services is vitally important especially with the challenges of access to healthcare in rural areas. Residents should not have to travel to receive care.
Our community needs and deserves accessible quality healthcare locally, with access to good doctors and clinicians.
Looking ahead, what do you envision for the county 5 years from now, 10 years from now?
The future of Churchill County is bright. I envision our vibrant community continuing to embrace the qualities that make us unique.
With our economic foundation based in agriculture, military, renewable energy, and our amazing local businesses, efforts to support and expand what we have in place will help us retain our character and charm while providing opportunities for building upon what we know works and what has served us well. In the next five to ten year period, I envision completion of some vital infrastructure projects such as the secondary water treatment plant which will aid in making progress toward housing needs.
I also see exciting growth in public recreation facilities funded through Southern Nevada Public Lands Management Act (SNPLMA) monies which the county recently became eligible for. Growth in tourism will help strengthen our local businesses and provide opportunities for entrepreneurs. Continuation of the conservation easement program protects agricultural lands, water rights, and our military base.
Additionally, with a proposed 35% growth projected at Naval Air Station Fallon, that will provide tens of millions of dollars in contracts within our community and a variety of good paying jobs. Into the future, I also see some industrial development, which will provide for stable, good paying employment opportunities as well. With an approach of managed, sustainable, beneficial growth, we will be able to maintain all the things people love about our community, while enhancing opportunities for all.
This is OUR community and those elected to provide leadership must be in-step with the vision of this community.
How do you balance the need for housing with your constituents who are vehemently opposed to housing projects in their neighborhoods?
Housing has certainly been on our short list of needs for quite some time, and while there will always be both support and opposition for proposed housing projects, if we are conscience to not overbuild any one particular area, spread growth, preserve water resources, plan for open space, and ensure adequate infrastructure and roads, we can achieve a successful outcome.
Leadership must maintain a vision that is in alignment with our community so that we are working together on solutions to meet housing needs now and into the future.
Should the county delay its plans to build a new CAPS (Churchill Animal Protection Society) facility due to budget problems even though the money has been committed. How would you handle the situation and is it fair to make CAPS wait another year for improvements?
In the fall of 2022 the Board of County Commissioners authorized funding in the amount of $560,000 with the cost being split with the City of Fallon for a new building for CAPS, to be constructed on county owned property near the Moody Lane Wastewater Facility. Following this authorization, the county expended some of those funds to purchase a metal building for this purpose in the amount of $96,500, which is being stored at the Moody Lane facility.
After seeking proposals for design work for the new facility, the Board took action in March 2023 to approve the proposal by GEM Drafting, LLC in the amount of $105,890. It was stated that the county would not know the total construction costs until the design work was complete, and the project went to bid. If those costs exceed the original budget set by the Board, they will be brought back before the Board.
At this time, the county has not yet received the design, so formal decisions have not been made. If the construction costs exceed the original budget, I believe all involved should work together to develop an interim solution to the pressing issues at the current facility, and develop a timeline for moving forward on the new facility.
The county does not have its own animal control, and has been a longtime supporter of CAPS. I believe all involved want to see a positive outcome.
If you disagree with a department head in pushing forward a proposal or plan, how would you navigate the conflict between the staff and elected officials?
Navigating conflict is handled through reliable, consistent, strong leadership skills, of which I possess. If elected as county commissioner, I pledge to ensure I have done my “homework” on any proposals or plans, which includes review and research, speaking to county staff members and/or appointed/elected department heads, and listening to our taxpayers.
Ultimately, upon completion of my research, if I disagree with a plan or proposal, I would oppose it. I am not afraid to speak up and ask difficult questions. I know where to obtain information, I have a vast knowledge of county history to draw from, and I know all of our current appointed and elected department heads.
When I make decisions, they will always be clearly backed-up with educated research and our citizens will know why I support or oppose an item. Transparency in decision making is of utmost importance, and at the heart of those decisions should always be the best interest of our community.
Student achievement in Churchill County is below state and national averages. The need for library expansion has been presented to the commissioners for years and without action. What would you do as a commissioner to build a culture of education in our community which includes library expansion?
Student proficiency in our school district is without question an issue.
As a current school board trustee, I am hopeful that recent steps in the right direction with new leadership, curriculum, and approach, will improve student performance. We also have a need to increase instructional minutes and we must raise the bar on the handling of behavioral issues.
Libraries are valuable assets for people of all ages, and I am proud of the accomplishments of our recently retired Library Director. Under her leadership, the opportunity to rethink and redesign our library was accomplished, and the Library has seen a significant increase in use, programs and activities that benefit our community.
As a commissioner, I will ensure my decisions reflect the needs of the community. I also believe that partnerships and collaboration with our local schools is an important part of improving and building a culture of education.
How do you see the roles of the Churchill Fallon Economic Development (CFED) and the Churchill Entrepreneurial Development Agency (CEDA) in attracting new businesses and training a potential workforce?
CFED is the Regional Development Authority (RDA) that the City of Fallon and Churchill County are a part of. CFED works regionally with the Governor’s Office of Economic Development (GOED) and our local government entities to promote economic development and attract the types of businesses that would be a good fit for Fallon/Churchill.
CEDA works with the city and county as our local “boots on the ground,” and seeks to provide resources, education, and workforce development programs and services to empower entrepreneurs and our local business community. CFED and CEDA are both integral parts of creating and sustaining a vibrant economy.
The Fallon Range Training Complex Modernization (FRTC) is moving forward. What is the county’s role in ensuring provisions of the National Defense Authorization Act (NDAA) that approved the modernization is carried out in a timely manner?
Modernization of the FRTC, which is the ranges the Navy uses for weapons and SEAL training, has not taken place since the late 80s. After several years of work with stakeholders, the National Defense Authorization Act (NDAA) was enacted by Congress on December 23, 2022.
The county is still very actively engaged in working with the Navy, BLM, BOR and other stakeholders to develop processes for the transfer of the checkerboard lands the county will receive as an economic offset, as well as the routing and development of replacement roads, and compensation of impacted grazing rights to name a few of the items.
While it will take several years before all of the pieces of the complex NDAA are carried out, it is vital that the county remain engaged and continue working with all stakeholders.
More events are coming to Fallon because of the Rafter 3C Complex. What does the county need to do now to capitalize on this new era of attracting visitors to our community?
With usage and events at the Rafter 3C continuing to exceed initial projections, there are many beneficial opportunities for existing businesses and new businesses, not only in the form of vendor opportunities, contractor opportunities, and event hosting, but also from increased tourism in our community.
Visitors shop here, purchase gas, eat at our restaurants, and stay in our hotels, which in turn helps our local businesses and our economy. As a community we have an opportunity for quality entertainment and helping our local businesses thrive.
Matt Hyde is a Fallon native and current member of the Churchill County School Board. He is an employee of CC Communications and plans to retire from the agency at the end of this year if he wins the commission office.
Hyde
1. The county is facing a monumental budget deficit that will affect the rest of this fiscal year and FY2025. How should the county overcome both the short-term and long-term budget woes?
I attended the budget workshop and the Commissioners have a plan in place which requires departments to cut 10% this fiscal year and 15% fiscal year 2025. By doing so, I believe that will take care of the short term budget deficit.
For the long term, this will require several discussions. One of which should include how there wasn’t more of a warning and adjust our accounting protocols to ensure we don’t encounter this again. I would like to monitor the spending of both tax and grant revenues through budget to actual reports. In doing so, we can adjust accordingly. We must work hard together to spend within our means and have accurate projections of tax and grant revenue.
Commissioners rely on accurate information given to them by the County Manager, comptroller and department heads to make decisions on best how to use tax dollars. Accurate operating expense projections are a must to keep these facilities maintained within our revenue projections.
2. What issues in public health safety would you prioritize with the Central Health District?
I would prioritize mental health and well-being as well as substance abuse in both adults and youth. Although Nevada may no longer be in the top 10 states suffering from suicidal deaths, we’re still ranked around the 12th, indicating there’s a lot of work to do.
I know the school district is taking steps to work with local agencies regarding suicide prevention, but mental health issues have increased since the pandemic (specifically anxiety, depression and substance abuse) and a lot of people affected, report that they aren’t being treated and don’t exactly know where to start in seeking help, or fear they cannot afford it. I’ve talked to educators that attribute increases in mental health concerns to a wild increase in social media and internet access.
Additionally, with the legalization of marijuana and the fentanyl epidemic- our citizens need more education and more accessible services.
3. Looking ahead, what do you envision for the county 5 years from now, 10 years from now?
We are in the process of receiving a grant of $32 million that could improve our tourism and local recreation. A plan is being put together to expand our amenities at the fairgrounds with a five-year life for build out. These amenities hold a lot of potential.
Receiving and spending grant dollars on these types of projects in Churchill County brings tax dollars back to our community and gives our citizens an opportunity to enjoy more recreation and family activities.
As a commissioner, I will be extremely cautious in vetting projected revenues and operating expenses provided to us as commissioners. Both short and long term we need to keep working on attracting industry to Churchill County. Much of this will depend on how soon we can get adequate power to the industrial park, something we must tirelessly work at.
We need more high paying jobs in Churchill County. My goal is to give young people a reason to stay here. A couple of ways to do this is to have great recreation opportunities and good jobs that support raising a family. NAS Fallon, the largest employer in Churchill County, is growing and with that growth our infrastructure must grow to support the influx of people moving into Churchill County.
4. How do you balance the need for housing with your constituents who are vehemently opposed to housing projects in their neighborhoods?
According to Capt. Shane Tanner, commanding officer at NAS Fallon, we will experience substantial growth. Available housing is an issue in Churchill County. Unfortunately, not everyone is in a position to buy a home. Multi-unit housing is a necessity.
We also need to be diligent in weighing the impacts of such projects on current residents, while also protecting the rights of the property owners wishing to develop said property. The city and county governing bodies must work together on this issue of available housing.
5. Should the county delay its plans to build a new CAPS (Churchill Animal Protection Society) facility dye to budget problems even though the money has been committed. How would you handle the situation and is it fair to make CAPS wait another year for improvements?
Everything in a budget needs to be prioritized through discussion as commissioners. I am a dog lover and have never been without a dog and the work that CAPS does is near and dear to my heart.
With that said, I believe the most important part of any organization is its people. Unfortunately, money that’s committed may have to be pulled back in times of budget issues. We have people struggling with inflation, and these people are not getting a cost-of-living increase working for Churchill County.
We may have to improve what CAPS has until we have more funding.
6. If you disagree with a department head in pushing forward a proposal or plan, how would you navigate the conflict between the staff and elected officials?
Disagreements are going to happen, how you handle said disagreement is what matters. I will always actively listen to the department head's perspective and would hope to receive the same in return. Conflict over an issue is ok, if both parties will work through it respectfully.
Staff and elected officials are both people and should respect each other the same way. Sometimes you just have to respectfully agree to disagree. Ultimately, I will be elected by the people and I will base my final decision on what is best for the taxpayers of Churchill County.
7. Student achievement in Churchill County is below state and national averages. The need for library expansion has been presented to the commissioners for years and without action. What would you do as a commission to build a culture of education in our community which includes library expansion?
Myself and fellow board members have dedicated countless hours in the last ten years while I’ve been on the school board in an effort to see students reach their potential.
In our community we need to think of 21st century library expansion solutions. I would love to see the expansion hold areas for collaborating to include things such as STEM, youth book clubs, science labs, projects, and more open space for learning. This would encourage youth to get more involved, even head up some of the clubs or programs and promote parental involvement, as well as the whole community, to get involved in learning and growing together. Parent engagement is vital to student success.
During the summer many kids stop reading altogether, therefore, I would rally around anything that promotes literacy for kids. I will continue to build relationships between the school district and the Churchill County Commissioners.
8. How do you see the roles of the Churchill Fallon Economic Development (CFED) and the Churchill Entrepreneurial Development Agency in attracting new businesses and training a potential workforce?
CEDA is a great support system for current businesses and future entrepreneurs looking to come into this community. CEDA has been a great asset to the school district in developing and implementing work based learning, which I have been involved with and promoting through my work as a school board trustee.
As a commissioner I would still promote and be involved with the work based learning initiative. Students have the opportunity to work in an internship at various businesses in the community. Students get on the job training and develop soft skills for future success.
I would like to see CFED continue with the push to make Churchill County’s industrial park a destination for manufacturing, starting with getting adequate power for the industrial park which will promote economic growth.
9. The Fallon Range Training Complex modernization is moving forward. What is the county’s role in ensuring provisions of the National Defense Authorization Act that approved the modernization is carried out in a timely manner?
I am not sure we have any real control of the timeliness of the modernization, the Navy moves at its own pace. Our state delegation in Washington D.C. is helping us out and I think the best course of action is to keep them in the loop and make sure they keep pressure on the Navy to push forward and meet the commitments made to Churchill County.
10. More events are coming to Fallon because of the Rafter 3C Complex. What does the county need to do now to capitalize on this new ear of attracting visitors to our community.
As a board of control member for the NIAA, we often discuss where to hold major sporting events such as state wrestling.
One issue that comes up for Fallon is lack of lodging for the big events because all school sizes attend one site for state. It would be nice if Churchill Fallon Economic Development was able to recruit someone to open a hotel for more lodging. With the proposed grant expenditures, it includes an RV park which will help accommodate more families. When my kids traveled for youth sports we towed our trailer everywhere. A lot of families did as well.
Approximately $9 million of economic impact was generated by Rafter 3C last year. I was able to enjoy it several times myself attending different events. I also think it's a great idea to incorporate Food Truck Fridays and weekly farmers markets. The $32 million grant project will include new facilities for ball games, pickleball, and other family friendly activities that will bring more tourism through tournaments for multiple sports.
As a commissioner, I would encourage that these facilities are as maintenance friendly as possible to ensure operating expenses are kept to a minimum.