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Collaboration

Snoqualmie's future should be determined by its residents, not by a single person. Major decisions should be made transparently, with public discussion of options and costs and the basis for decisions publicly disclosed and disseminated. Significant issues should be discussed publicly, not concealed in closed-door sessions leading to single-option solutions. The causes of sudden terminations should be disclosed as should the content of whistleblower complaints.

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Over the past four years, too much has been hidden from public view. Decisions have lacked collaboration, town halls have become one-sided sales pitches, and staff members who offered differing opinions have been pushed out. All eight city department heads have turned over — some positions now on their third hire. North Bend ended its joint police contract with Snoqualmie due to poor collaboration. Meanwhile, an undersized and unaffordable pool is being proposed despite opposition from a majority of the city council, while our seat at the table for the regional pool initiative remains vacant.

 

True collaboration means sharing clear, accessible information about major decisions well in advance — including multiple options and their costs. It means hosting meaningful community meetings where alternatives are discussed and residents have a genuine voice in shaping direction. It also means working constructively with the city council and engaging neighboring cities, the school district, the county, the Snoqualmie Tribe, and the state to find partnerships and funding solutions.

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It’s time to restore a collaborative, accountable city government. Together, with broader participation, we can build a stronger and more prosperous Snoqualmie — and a better future for everyone who calls it home.

Priorities

  • Public Safety

  • Affordability

  • Community-Driven Future

  • Fiscal Responsibility (sustainable budgets reflecting priorities of the community)

A Record of Delivering for Snoqualmie

Solving Snoqualmie's Problems Through Collaboration

Reduced major traffic backups on Snoqualmie Parkway (2019): I led the successful creation of a right-turn-only lane and I-90 on-ramp to relieve daily congestion caused by SR-18 traffic.

  • Morning backups and afternoon jams, often over 20 minutes, were eliminated.

  • WSDOT initially opposed the idea, but I worked with our state senator and then-mayor to compromise on us funding half the cost, and convinced the council to fund that through a temporary vehicle tax.

  • Though planned to last two years, the fix worked for six (and the tax was eliminated after two).

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Secured state funding for Parkway repaving (2023):

  • I Led a multi-year effort to win state funding of ≈ $5 Million.

  • Saved residents over $1,000 per household in repaving costs.

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Championed SR-18 expansion efforts:

  • I Led Snoqualmie’s efforts in a multi-city push to secure $750 million in state funding to widen SR-18 over Tiger Mountain — a critical route for many local employees.

Working with Neighbors to Eliminate Obstacles

 I led the council's efforts to:

  • negotiate significantly increased workforce-affordable housing in the Mill Site development (160 apartments with 22% rent-restricted to 60% and 80% of area median income). This means incomes typical of entry-level teachers, firefighters, police and other professionals who work in our community and because of high costs and rents are often priced out of our town where they work.
     

  • obtain Riverwalk Project funding and approvals with the state and tribe, and to negotiate a long-term wastewater agreement with the Snoqualmie Tribe facilitating their expanded Casino and Hotel.

Fiscal Responsibility, Sustainable Budgets

I led efforts to dedicate stable funding for consistent annual street tree and pavement replacements and sidewalk repairs, and for utility spending with long-term rate restraint and stability.

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During my three terms as Mayor Pro-Tem I led the council to create and publish six-year utility rate schedules and six-year operating budgets. This creates transparency to ratepayers and forces fiscal discipline by exposing short-term decisions at the expense of larger post-election increases.

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Working with Financial Documents

Solving Our Problems

Public Safety, Fiscal Responsibility

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Collaboration with Nearby Governments

With just 4,400 households, Snoqualmie must be strategic in how we fund major projects. Our limited local resources mean we need strong partnerships and regional collaboration to succeed. That includes working closely with state and county officials, neighboring cities, the Snoqualmie Tribe, and the school district to secure external funding and shared solutions.

 

Consider the desire for a public pool in the upper Snoqualmie Valley — a long-standing community goal, but one far beyond the city’s current budget. Similarly, completing State Route 18 over Tiger Mountain is vital to our economy and daily life, yet requires sustained support from state legislators and agencies.

 

Unfortunately, over the past four years, our relationship with North Bend, King County, the Snoqualmie Tribe, and our legislative representatives have weakened. Rebuilding those relationships is essential.

 

I’ve worked with our regional leaders for years and have established trust and common ground. These relationships can help us quickly rebuild the collaboration we need to secure funding and deliver results for Snoqualmie’s future.

Helping Local Businesses Thrive

Local businesses, including retail shops and restaurants, are struggling. Most retail jobs are filled by commuters, complicating hiring and retention and driving up wages and prices. Because local customers don’t generate sufficient sales, we need more visitors - especially outside the summer and holiday seasons. Further complicating matters, the requirements for retail storefronts on Center Boulevard (that the owners agreed to when the buildings went up) have been repeatedly waived, benefiting large corporate owners at the expense of our local businesses.

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To keep our vibrant community, we must strengthen local retail by increasing advertising and collaborating with neighboring regions to attract visitors. Investing in infrastructure, like the Riverwalk, can improve our areas draw. While this generates sales tax revenue, the primary benefit is fostering a thriving local retail environment year-round, essential for preserving our community's character and charm.

Snoqualmie is chronically understaffing its police and other departments — a pattern that is neither sustainable nor fiscally responsible. Rather than addressing these core challenges, the current Mayor has proposed steep increases in utility rates and service fees, including new charges for park use, and targeted tax hikes on already struggling local businesses. If these businesses are forced to close or relocate, we risk becoming just another commuter town without a vibrant local economy.

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This approach avoids asking voters to consider service reductions or property tax adjustments, but instead shifts the burden disproportionately onto those least able to absorb the cost — and undermines the very qualities that make Snoqualmie unique. Relying on unfilled staff positions and regressive fee increases to balance the budget is not a viable long-term strategy.

 

Worsening the situation, the city’s attempt to impose steep inter-city policing fee increases led directly to the loss of cost-sharing payments — and, more significantly, to a substantial reduction in our policing capacity. The result is diminished public safety and weakened regional cooperation.

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The recently opened Splash Pad, while fantastic, cost $1.6 million — nearly all of it paid by Snoqualmie residents. That’s roughly $400 per household. The city’s failure to invest time and effort into securing external funding meant missing out on the kind of support we have successfully obtained in the past. By comparison, the adjacent skatepark built in 2018 cost about $515,000 in today’s dollars, with only 2% ($10k) coming from city funds. The rest was secured through partnerships with state and county leaders, nonprofits, local businesses, and residents.

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True fiscal responsibility requires six-year budget frameworks that align spending with realistic revenue projections, proactive pursuit of outside funding for major projects, and early planning to address future service needs and financial pressures. It also demands transparent, inclusive engagement with the public before key decisions are made.

 

Snoqualmie residents deserve long-term financial planning, open communication, and meaningful community involvement in decisions that affect taxes, service levels, and the future of our city — all while protecting the character that makes it special.

About Me and My Family

Candy Cotton

My family and I have lived in Snoqualmie since 2009 and our two sons grew up here. It has been a privilege serving you and our extraordinary community since 2017, including devoting much of my time for six years as a Snoqualmie councilmember. Giving back to my community has always been a priority; I have served on community non-profit boards through most of my life.​ In my professional career I served as the Chief Financial Officer for a fortune 1000 company, was a partner in the accounting firm of KPMG, and was a Certified Public Accountant. I graduated from the University of Washington with a degree in Business Administration.

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