Rebekka Dailey Runs for Mayor

Community identity and growth shape campaign

WELLINGTON, Colo. — Rebekka Dailey is running for mayor of Wellington with a focus on community identity, economic vitality, and long-term planning.

Dailey emphasizes building a connected community supported by local businesses, expanded amenities, and sustainable infrastructure while addressing key challenges such as water affordability and growth.

Editor’s Note: North Forty News sent identical written questions to each Wellington mayoral candidate. Responses are published in full, unedited except for minor formatting and clarity adjustments. Word limits were applied equally to ensure balanced coverage. Advertising inquiries are handled separately from editorial coverage and do not influence reporting decisions.

Question 1 – Vision

In this vision of Wellington, we have hometown heart. Friday night lights. Festivals in the park. Activities and friendships woven into daily life. Neighbors gather for morning coffee or meet for a happy hour and run into familiar faces at the grocery store, lingering because connection matters.

Families wake up in homes that feel safe and secure. The lights turn on, coffee brews, kids get ready for school, and there is a steady sense of stability. Food on the table. Reliable jobs. Utilities that work. Confidence in the life they are building. They trust their town and their future.

Everything you need is within seven minutes: school, work, parks, small businesses, and gathering spaces. What sets Wellington apart is small-town peace-of-mind. Families rely on safe roads, dependable utilities, and services that work for every age and ability.

Children grow up supported. Adults build careers. Seniors age in place with dignity. Neighbors care for one another while honoring the history that shaped us.

Success means:
A real economy, please. More businesses, services, jobs, and reasons to stay local.
Our own identity. Events, hangouts, and hometown heart, including a community center, more pickleball, and a pool.
Oh, and water? Enough for everyone, forever, at a price we can afford.

Question 2 – Water Strategy

When I took office six years ago, Wellington’s water system was in crisis. Facilities were beyond capacity. Previous expansion plans had wasted time and money. The 1983 water contract had long been known as a problem, yet no one addressed it. Water rates had not kept pace with a 600% increase in leased water costs or expansion needs. The previous administration left these issues unresolved.

Fixing it required difficult decisions and shared sacrifice. We decided to pause the plans put forward by the former administration, reassess our approach, and develop solutions that were technically sound, feasible, and financially responsible. As a result, we completed critical projects under-budget and restored stability to the system.

I initiated renegotiating the long-overdue 1983 contract, a challenge that had eluded decades of leadership, including Ed’s time as a town administrator. That effort is nearing completion and will bring ratepayer relief and greater flexibility.

Next, I will diversify water sources to reduce dependence on leased supply and strengthen long-term security. Our water is safe, but there is room for improvement regarding quality and affordability, ensuring it is clear, reliable, and reasonably priced.

I inherited instability and inaction. I acted and delivered results. Wellington’s water future is stable, secure, and built to last, but I still have more work to do.

Question 3 – Economic Development

Across Wellington, commercial sites are shovel-ready for restaurants, shops, and services. They are fully approved and planned, yet they remain empty lots. Investors cannot move forward without committed tenants, and right now, the numbers do not work. Demand must come from within our community. When we shop elsewhere, we send sales tax revenue to Timnath and Fort Collins, funding their streets and amenities instead of our own.

Economic development is not only about recruiting businesses. Parks, recreation, services, and gathering spaces matter just as much as rooftops and roads. As mayor, I will work to attract primary employers, including manufacturers and producers that create stable jobs. We must be prepared with a workforce, infrastructure, and community development. We will expand rooftops, support existing businesses, and invest in quality-of-life improvements that make Wellington a great place to live, work, and play.

Investors value stable leadership. Businesses want certainty, professionalism, and collaboration. They want a mayor who builds partnerships, welcomes diverse perspectives, and shows up consistently. What they do not want is divisiveness, dysfunction, or leadership that struggles to maintain trust. I bring people together, versus a single man’s approach that sidelines others, weakens teamwork, and disengages the community.

I am asking for your vote so I can continue building momentum and leading with integrity and teamwork.

Question 4 – Fiscal Stewardship

Claims about Wellington’s lack of transparency and financial stewardship are inaccurate and are intentionally promoting distrust and disruption. For two consecutive years, we have received national recognition for our clear and professionally presented budget. Past audits were challenging due to staff turnover and unreliable vendors. I resolved those issues. We are now current, and our audits confirm that our financial policies and practices are accurate and legal.

During six years of service, I’ve nurtured town standards and maturity. I have worked to correct the consequences of earlier decisions that failed to plan for long-term infrastructure and maintenance. Responsible governance requires investing now to prevent crises later. Effective fiscal stewardship is not hoarding funds. It is planning carefully and spending wisely for current and future residents. Parks and recreation exist to serve people, not to generate profit, and contribute to community development.

I review expenses and budgets in public meetings and regularly make difficult decisions to stretch limited resources. Cutting unnecessary expenses isn’t a novel concept; I do it constantly.

Spreading misinformation about town finances undermines staff and erodes public trust. Our strong fund balance allows us to invest confidently in essential services and projects. I will continue to serve our community by investing in our town.

Question 5 – Community & Growth

Wellington residents have been clear about their priorities. Through conversations, engagement sessions, surveys, studies, and expert analysis, the message is consistent. Our community wants more. More restaurants, retail, recreation, events, and a community center. We must deliver.

Every resident deserves fair access to amenities, yet disparities remain across different areas of town. Many residents leave Wellington to meet daily needs or find activities. Surveys repeatedly identify a community center and improved accessibility as top priorities. A well-designed and appropriately scaled community center would provide space to be active and connected while supporting economic growth and quality of life for all ages.

We also need rooftops to sustain the businesses and services our residents want. Demand drives viability. Growth must be smart, data-driven, and aligned with our comprehensive plan. I led the effort to implement and prioritize that plan, ensuring decisions reflect the community’s vision and long-term goals.

Our community shaped the comprehensive plan to balance housing, amenities, infrastructure, and long-term priorities. I am committed to following that plan while protecting Wellington’s character and vision.

Question 6 – Closing Statement

I am asking for your vote for mayor because Wellington deserves someone who shows up for every meeting, celebration, and challenge. I have supported nonprofits, schools, businesses, and community events for years, not just during campaign season.

I continue to grow as a leader. I graduated from the Municipal Leadership Academy, hold a Master’s in Organizational Leadership, and am Six Sigma certified. I have served in multiple leadership roles, was recognized as a BizWest 40 Under 40 honoree, and named Volunteer of the Year for the Main Streets Program.

Kindness should not be mistaken for weakness. I lead with skill, heart, and integrity because I care deeply about this town.

My focus is quality of life, affordability, and opportunity, while safeguarding infrastructure, resources, and finances responsibly.

When Wellington needs someone present and prepared, I am there. Learn more at rebekkaforwellington.com

Contact:
GrowWellWellington@gmail.com
rebekkaforwellington.com

Explore all candidates:
→ Ed Cannon Q&A
→ Rebekka Dailey Q&A
→ Christine Gaiter Q&A
→ Full election coverage: Decision 2026: Wellington Mayor

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