park-and-ride locations for bus routes,” Bell explains. A new transit center is also being developed near the Walgreens roundabout in collaboration with All Points Transit.These efforts aim to reduce emissions and support regional connectivity. THE AIRPORT: A GATEWAY TO GROWTH AND OPPORTUNITY The Montrose Regional Airport (owned and operated by Montrose County) has become a cornerstone of the city’s economic development and tourism strategy, linking the community to the nation and driving business and leisure travel. Russo emphasizes the importance of the airport’s recent growth: “It’s doubled in size. We’re now up to eight gates with jet bridges for certain flights. The luggage area has been completely revamped, and we’ve added more desks for airlines like Delta, United, Breeze,American, and Southwest.You can easily get to Montrose from almost anywhere in the country.” Bell adds, “The partnerships we’ve formed through Colorado Flights Alliance are key.This program pools resources from Montrose, Telluride, and Mountain Village to guarantee flights come in year-round, with a heavy focus on direct flights during ski season and more connections in the summer.” However, the economic impact of the airport extends well beyond its gates. “Without the airport, Montrose wouldn’t be Montrose,” Russo says. “Tourists who come here invest in our city—they stay, they spend money, and they drive our sustainability. Many of our investors and businesses are here because of the airport. It’s vital to our success.” PARTNERSHIPS DRIVING LONG-TERM SUCCESS Collaboration has been a cornerstone of Montrose’s growth strategy, with public and private partnerships playing critical roles in advancing key projects. Bell emphasizes the importance of these relationships: “Our partnership with Colorado Outdoors will be a cornerstone for the next 20 years. Equally vital are our collaborations with the recreation district and Montrose County, which allow us to achieve far more together than we could individually.” According to Bell, success in partnerships requires flexibility and a willingness to set aside traditional boundaries.“The most important thing is to not care about turf wars or whose job is what. When everyone, whether it’s the city, the county, nonprofits, or private groups—comes in thinking collaboratively from the start, you get results.You must take some risks, adapt as projects evolve, and accept a bit of criticism along the way.” He also stresses resilience in the face of pushbacks. “Whenever there’s change, there will be naysayers. But as a team, we’ve learned to develop thick skin. You can’t let criticism derail progress. Collaboration allows us to take bold steps, and that’s what ultimately drives meaningful change.” PERSONAL DRIVE AND PRIORITIES FOR THE NEXT 18 MONTHS As Montrose looks ahead, its leaders focus on addressing critical needs while supporting growth in ways that benefit residents and businesses. Russo outlines some immediate goals: “Infrastructure growth is a big one—enhancing streets, making areas more walkable, and revitalizing spaces. Affordable 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 02 MONTROSE, CO
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