When Louis Fineberg accepted the job as Oak Creek’s new town administrator, he was no stranger to Colorado’s small towns — or to the challenges they face. 

Though he’s spent many years in southern Colorado, Fineberg had only visited the Yampa Valley for the occasional conference before coming to interview. Now, as he settles into his first week on the job, he’s eager to bring his experience in planning and municipal management to a community he describes as “cool, funky” and “full of potential.” 

His arrival comes at a pivotal time for Oak Creek as the town grapples with growth issues, a housing crisis and the need for infrastructure upgrades.

Fineberg’s public service career began far from the Rockies. After earning a master’s degree in city and regional planning in 2001, he worked as a senior planner in Hunterdon County, New Jersey and the city of Fernley, Nevada, followed by three years as planning and land use director at a township in Bucks County, Pennsylvania. 

The 2009 real estate crash then upended Fineberg’s career trajectory, leading him to travel the country for a year before landing in Trinidad, Colorado in 2011 to become city planning director.

“Planning is such an integral part of managing a place,” said Fineberg, who referenced the “logical progression” of planners going into town management. 

Before coming to Oak Creek, Fineberg spent six-and-a-half years as city manager of Creede — a community with its own set of challenges and opportunities. 

“It’s political, being a town manager,” said Fineberg. “My undergraduate degree was in psychology, and I kind of use that more than I use the planning degree, because they don’t teach you how to deal with people, and that’s the most important part of being a public official.”

In Creede, Fineberg helped pass a 2% sales tax dedicated to capital improvements, which became a crucial tool for securing matching funds for infrastructure grants. Under his leadership, Creede tackled wastewater and sewer upgrades, navigated environmental compliance issues and addressed staffing issues.

Fineberg’s resume also highlights his ability to secure grant funding, though he noted the recent shift in the landscape. 

“A lot of the grants have dried up,” he said, referring to deep cuts in federal funding streams. “But I think for Oak Creek, it’s a good time to do some prep work and make sure that when grants come back, the town is in a good position to take advantage of it.”

Fineberg’s first days in Oak Creek have been spent meeting residents and business owners, walking downtown with board members and preparing for his first work session with the town board. 

“I have no agenda,” he emphasized. “I’m good at making things happen, so I want to find out from them what it is they want to accomplish and go from there.”

While the work session will clarify Fineberg’s priorities as he enters his new role, economic development, he said, has already been touted by town officials as being one of the central issues, with housing – or lack thereof – being a significant aspect of the problem.

“Housing is such an integral part of economic development,” Fineberg said. “If you can’t provide people with a place to live, it’s very hard to do economic development.”

He praised Oak Creek’s progressive stance on short-term rentals — new ones aren’t allowed, which he sees as a step toward addressing the housing crunch. 

“There’s a good potential for infill development and restoring old buildings, bringing in some new economic activity,” he said.

Fineberg describes his leadership style as collaborative and hands-off. 

“I like to be there for staff as a resource, but I’m certainly not a micromanager,” he said. “I like to let people work the way they work and to use me as a resource if they need me … I think giving people freedom to move leads to more productive stuff.”

Fineberg applies the same philosophy to working with the Board of Trustees.

“I have seen a lot of things in terms of municipal management. I’ve seen things that work. I’ve seen things that don’t work,” he said. “I want to learn what they want and help them achieve it.”

Fineberg sees Oak Creek’s issues — housing, economic development, infrastructure — not as isolated, but as part of a broader regional dynamic. 

“This is a unit here: Steamboat, Oak Creek, Yampa. The issues are regional,” said Fineberg. “I think working regionally with the various entities that are working on these problems here is the best approach to it.”

Outside of work, Fineberg is eager to explore the area’s wilderness, which he readily admitted was a major draw in taking the new job and relocating to the region. He’s already hiked Sarvis Creek with his 10-month-old shelter dog, Django. 

“I’m an avid hiker. I love to climb stuff,” he said. “And there are some good wildernesses around here — the Flat Tops, Sarvis Creek.”

Asked about the values that guide him, Fineberg was blunt.

“I like to be honest and straightforward,” he said, alluding to his East Coast upbringing. “I don’t like to sugarcoat things. I like to solve problems and leave communities better than the way I found them.”

Fineberg’s arrival in Oak Creek followed a contentious hiring process, with debates among trustees over salary, housing assistance and remote work expectations. Ultimately, the board approved his contract 5-1, valuing his experience and vision as the town prepares for growth and change. 

As Fineberg settles in, he’s focused on listening, learning and building relationships — and, given the housing scarcity, finding a stable place to live in his new home of Oak Creek. 

“I’m really happy to be here,” he said. “It’s exciting. I’m looking forward to meeting people and working with people.”