SKO-12pg_handout-RVSD-3-11-11

8/7/2019 SKO-12pg_handout-RVSD-3-11-11

1/12

Intoduction

Over the last 10 years, Colorado Springs has grown by more than 90,000 people, but we have only added

14,000 jobs to our workorce 16,000 new soldiers and 2,000 ewer civilian jobs. Over the same period,

real wages here have decreased 10%. Unemployment in El Paso County has risen to 9.5%, the highest in

a decade.

We have two options: we can do nothing, and hope or a national recovery that includes us, or we can

implement a comprehensive job growth strategy now. There is no reason to wait.

Colorado Springs can become a vibrant economic center now independent o national trends. As ull-

time Mayor, I will be more available or business recruitment than any other city leader in our history.

I am willing to sit at any table where I can oer inuence, guidance and local government assistance to

create jobs. And I will ensure local government works with the business community to support this goal.

Everything else we will debate on the campaign trail rom parks to taxes, rom land use to service delivery

and social issues must be viewed in this job creation context. All other issues pale in comparison to the

importance o having good paying jobs or our local citizens.

Opportunity Springs is my 10-point plan or ensuring long-term, economic health or Colorado Springs. I

it looks like a business plan, thats because decades o business ownership have shaped my perspective and

my approach to leadership.

This plan combines proven economic development techniques o recruiting outside employers to relocate to

Colorado Springs with successul innovations like Economic Gardening that can be adapted to our unique

local culture and economy. It strengthens existing initiatives or public-private cooperation and proposes

bold, new ones. It promotes stabilizing and strengthening city services in support o these economic goals

and it leverages our communitys one-o-a-kind assets to pursue productive new directions.

1. Economic Development: Make Business-Fiendly Job Ceation a Top Pioity fo

Municipal Govenment

In my administration, the purpose o city government will be not only to deliver services efciently and to

enorce laws, ordinances and codes airly; o equal importance will be to assist and acilitate local job growth.

Government employees must recognize the relationship o public service to economic development.

Primary employers who provide jobs locally ensure the revenues that allow city government to provide the

level o service that citizens expect. In other words, municipal employees have a vested interest in helping

to create and sustain jobs in the community.

OPPOrTunITy SPrInGSA 10-Point Plan for Colorado Springs

Job Growth and Economic Development


2/12

All ofcials in my administration will be expected to wake up every day with an important question

on their minds: How can I help acilitate the creation o local jobs? City sta will be urged to use a

exible, business-riendly approach to enorcing ordinances, zoning, codes and land use regulations. Every

department will dismantle unnecessary bureaucracy, and be encouraged to be less risk averse and to think

o specifc ways to expedite new job development. This represents a cultural shit that, once in ofce, I will

implement throughout the entire organization.

Key Actions

As Mayor I will:

CreateaRedTapehotlineforbusinessesinourcommunitytoaddressconcernsastheyarise.

Integratethephraseefcientcollaborationbetweendepartmentsandwiththebusinesscommunity

into our stated city philosophy.

DirectpublicofcialsintheClerksofce,Attorneysofce,PlanningandDevelopment,Code

Enorcement, Public Works, Streets, Communications, Finance, Inormation Technologies (IT),

PoliceandFireDepartmentstore-examineallpoliciesandprocedureswiththisnewcultureshift

goal in mind.

WorkwithCityCounciltochangecodesandregulationstoimproveefcienciesandeaseof

operations or local businesses.

WorkdiligentlywiththeEDCandothergroupstosupportprimaryemployerattractionandretention.

Connectthedotsforcitystafftorealizethatwastingtimecanresultinfewerjobsinourcommunity.

Encouragequestionssuchas:Doweallowfortoomuchpublicprocess?Dowehiretoomanyconsultants?

Implementsoftwaresolutionsforsubmittingplanninganddevelopmentrequestson-line.

RefundthecitysportionoftheBusinessPersonalPropertyTaxandincreasetheVendorsFeepaid

to local businesses to collect sales tax to three percent. This tax and ee contribute minimally to the

citys general und budget and may instead serve as a small stimulus to support job creation and

stability in local businesses.

2. Economic Gadening: Gow Ou Own Local Businesses

Locally-owned businesses can create more jobs than outside employers, and have made a proportionally

greater contribution to the overall prosperity o our community. For every $1,000 spent at a local business, or

example, $680 ows back into our community, whereas, or every $1,000 spent at a business owned elsewhere,

only $430 stays in the community. I support Economic Gardening or Colorado Springs businesses.

Economic Gardening is an economic development plan that provides locally-owned startups and existing

businesses with new resources to promote growth. Traditionally, economic development plans have ocused

on incentive packages to bring large employers to the region, but have not included much support or

growing locally-owned businesses.


3/12

DevelopedinneighboringLittleton,Colorado,EconomicGardeningcanbesuccessfullyadaptedtomatch

Colorado Springs own culture, business climate and values. Consider this background:

Ater designing and implementing this policy, ocusing exclusively on growing local small business, Littleton

was able to double the number o jobs in the area and triple tax revenue without spending a single dollar on

taxbreaksorotherincentives.Duringthesameperiod,Littletonspopulationgrewlessthan25percent.

AccordingtotheU.S.DepartmentofCommerce,thereare16,779smallbusinessesintheColorado

Springs area, composing 98 percent o all frms and 60 percent o all employment in the area. I we can

facilitateenoughgrowthinthesebusinessesoverthenextthreeyearstosustain17,000newpositionsan

average o one new position per business we will have created more new jobs in those three years than

we have over the last 10 years.

Key ActionsAs Mayor I will:

FindpartnersandfundingtohelpexpandtheColoradoSpringsSmallBusinessCenterintoacomprehensive

local and small business portal and incubator. The center would provide inormation services and business

counseling along with acilitate communication and partnership between existing local businesses and new

local start-ups.

EstablishtheSmallBusinessCenterasauniversallyaccessiblesupportnetworkforallsmallbusinesses.

WorkwiththeEDCandothergroupstofacilitatelocalconnectionstonationalandinternational

business networks.

Workwithlocalfundinginstitutionsandgovernmentagenciestofacilitatesecuringgrants,loans,lines

o credit and other capital investment opportunities or locally-owned small start-up businesses.

Partnerandgrowaccesstocreditforlocally-owned,well-established,existingsmallbusinesses.Growing

a barbershop in Hillside or a Korean restaurant on South Academy may be less expensive, less risky and

oer greater return than growing a new high technology start-up, or example.

WorkwithlocalinvestorstocreatealocalbusinessVentureCapitalAuthorityandfacilitateaccessto

regional, state and ederal venture capital money.

Expandpublic/privatepartnershipswithGovernorHickenloopersGroundUpInitiative,theTechnologyIncubator, and with UCCSs entrepreneurial programs.

WorkwithPikesPeakCommunityCollege,ColoradoTechnicalUniversity,andothereducationalinstitutions

to make sure that our students are receiving relevant training or the jobs our community is developing.

UsethebullypulpittopromoteThinkLocalasacommunity-widecampaign,urgingeveryoneto

patronize local businesses.

Increaseeffortstoencouragelocalgovernmentandutilitiestopurchasefromlocalcontractorsandbusiness

throughpurchasingprocesseducation(RFPs)andoutreach.


4/12

DESIGNATESOUTHEASTCOLORADOSPRINGSASANOPPORTUNITYZONE

This key action is actually a comprehensive set o actions listed below and based on the ollowing background.

The southeast side o Colorado Springs is one part o our community that is economically struggling.

Much o the commercial activity centers around convenience stores, ast-ood restaurants, dollar stores,

and check-cashing businesses that are not locally owned. Many o the local businesses that do exist have

little access to lines o credit or needed capital to grow.

Thelong-awaitedcompletionoftheAcademyBoulevardMasterPlan(fromDrennantoMaizeland)is

a step in the right direction or this region. However, this plan will be difcult to implement in the near

uture without securing new sources o unding. And without rapid implementation o the plan, this region

will most likely continue to suer economically and to require a disproportionate share o city resources.

Our citizens on the southeast side o the city should not have to rely exclusively upon the slow

implementation o the Master Plan or new opportunities and economic expansion. When I am Mayor, this

areawillbecomeanOpportunityZone,withnewinitiativesandtoolsdesignedexclusivelytocombatthe

unique challenges aced by local business owners there.

Key Actions

As Mayor I will:

Developaneconomicdevelopmentstrategyforthiszonebasedonintense,neighborhood-basedoutreachto

promote understanding o what small, locally owned businesses currently provide to the region, and what

gaps can be flled by new start-ups and expansion.

Workwithlocalbanks,creditunionsandtheSmallBusinessCentertocreateamicro-loanprogram,from

$500 to $10,000, to help start new locally-owned businesses that are needed in this zone.

Organizealandbankmanagementanddispositionstrategicplanthatinventorieskeyvacantanddistressed

storeronts and commercial properties. Facilitate strategic partnerships with non-profts, community

organizations, churches, lenders and local government to pool together resources to use these properties as

opportunities or new business ventures.

Developnew,community-basedneighborhoodpolicingpracticesinthiszone,wherecrimeproblemsare

addressed beore they turn into potentially more serious situations. I the same ofcers patrol the same

beat, the subsequent amiliarity with the area will aid the police in solving crimes. Citizens amiliarity with

the ofcers will help promote a trusting and productive relationship between the police and local residents.

Its a proven strategy and a win-win.

Setupacontractedout,vantransportationsystemforthiszoneofthecityonly,workingwithexistingxed

bus routes but providing quick, less expensive service to key areas o work and recreation concentration.

This region is the most dependent on the city transit system. The recent cutbacks in bus service have severely

limited residents mobility imposing urther hardships on individuals seeking employment.


5/12

3. Economic Collaboation: Cultivate Stategic regional Patneships

ColoradoSpringsisthenance,commerceandmarketingcenterforthePikesPeakRegionandallof

SouthernColorado.Yetweoftenareperceivedasaparochialcommunityofonlyself-interest.

Colorado Springs has a big stake in a fnancially vibrant region. Where do people in Monument,

Woodland Park, Pueblo, Falcon, and La Junta shop and work? What airport do they use? What television

stations do they watch? And reciprocally, where do we, in Colorado Springs, get our locally-grown ood?

We are linked as a region. There are enormous opportunities or economic beneft to our community.

Enhancing that link will help create new jobs.

Key Actions

As Mayor I will:

Promoteourareaasaregionaltouristdestinationforamateursports,outdoorrecreation,artsandculture.

Facilitatethecreationofmoremarketsandconsumersforspecialtyfoodgrowersintheregion.

ImplementinnovativeprogramslikeDoubleUpFoodBucksaprogramofthenationalgroupFoodFair

Networkwherefoodstampcouponscanbedoubledwhenusedforfreshfoodfromlocalfarmersmarkets.

Continuetoopposeout-of-basinwatertransfersfromtheArkansasRiverbasin.Thiswillhelpensure

stability or armers in the region and thus more healthy, resh ood or our community and more local jobs.

ContinueinanactiveroleandexpandrelationshipsIvedevelopedontheFountainCreekFloodControl,

WaterQualityandGreenwayDistrictprojecttoxFountainCreekandturnitintoarecreationalcorridor

between Colorado Springs and Pueblo.

Partnerwithallothergovernmententitiesintheregiontocombine,shareandleverageeveryresource

possible thus eliminating redundant expenses. I that means sharing resources like GIS mapping, heavy

equipment or research, we should not hesitate to say yes. Proprietary tur wars wont be tolerated in

my administration.

ExportEconomicGardeningintotheregion.BysharingknowledgegainedinColoradoSprings

successes with this endeavor and by encouraging the development o small businesses regionally, we reduce

the likelihood that businesses will leave the region or the state to get what they need. Again, regional

success creates local jobs because Colorado Springs is the economic hub.

PartnerwithNorthernandEasternElPasoCountytoaddresstheirfuturewaterneeds.Theyare

48,000acre-feetshortgoingintothenextdecade.Byconsideringanarrangementtouseanexistingshort-

term surplus, we could ease the burden to Colorado Springs ratepayers and at the same time ensure the

long-term health o the region.

Promoteandplancleanenergydevelopmentregionally.

When we strategically combine assets we leverage our investments and achieve our goals. We are bigger

and better together than we can be individually.


6/12

4. Economic Secuity: Stabilize Local Govenment

BusinessleadersarenotgoingtomovetoColoradoSpringstocreatenewjobsandexistingemployersarent

going to stay here unless we deliver the services they need and maintain our municipal inrastructure.

Opportunity Springs rests on a oundation o maximized efciency and transparency in our city government.

We must restore the services and inrastructure that help our community attract and retain jobs.

Personnel policies must be evaluated to identiy any alterations or additional efciencies that could

maximize sustainability or the uture. I it is deemed most eective, options or privatization or outside

contracting will be on the table or any and all departments and services. I the private sector can do it

cheaper and better, then we need to make a change.

Colorado Springs has lost key sta in all departments sta that is critical to providing and protecting a

stable inrastructure. My priority will be to build a competent, permanent team as quickly as possible. I

want to assure the talent that the city currently employs that their jobs are secure and that their new boss

will treat them with the respect they deserve. And, just as in the local businesses I have run successully

or more than 20 years, they need to know I will make swit changes when an employee is not bringing

excellence to the job every day.

Conside this backgound: Colorado Springs per capita number o public saety and civilian employees

is well below the national average. Compared to other medium-sized cities across the country, we have

some o the smallest numbers in the nation. In other words, ewer police and frefghters are protecting

larger numbers o our citizens across bigger areas.

Wehavegonefromover2,100full-timecityemployeesin2007tojust1,623ofwhichmorethan1,200

areinpublicsafetyandcourts-inFY2011.TheParksDepartmentnowmaintainsover9,000acresof

parkland with only 13 employees.

The reality o this current economic recession is that our city is already lean. Colorado Springs has some

ofthelowestdebtandlowesttaxesofanycityoursizeinthecountry,andsince2007,CityCouncilhas

had to cut almost $50 million 20 percent rom our budget.

It is unlikely that more cuts will solve our problems, but I will explore every option to increase

government efciency.

Key Actions

As Mayor I will:

Examinethefollowingpersonnelpolicies:

o NewHiringPractices

o PERA

o DeferredBenets

o DenedContributions

o RealCompensation

o Workmans Compensation


7/12

o Overtime Policies

o Occupational Health

o Employee third-party leasing agreements

Unsustainable personnel policies o the past arent going to have a quick fx today but personnel efciencies

will be an essential part o my eorts to stabilize city government.

Stabilizestaff.Rightnow,wehaveactingmanagersinthesepositions:CityManager,FireChief,Parks

Director,PlanningDirector,TransitDirector,CityEngineer,andStreetsDivisionDirectorjusttonamea

ew. We have lost outstanding talent over the last ew years. Current talent is being recruited by other

entities. My priority will be to build a competent team as quickly as possible. Permanent department heads

need to be put in place soon to stabilize the city administration.

Ensurethatweretainthemosttalentedemployees.Inmanycases,thecitycurrentlypayslow-marketwages or employees that have high-market education and skills. Ensuring that we retain this talent avoids

high costs o recruiting, hiring and training.

Explorealloptionsforprivatizationandoutsidecontracting.ThecurrentCityCouncilandCityManager

have explored many solutions o this nature that make sense; I will continue that process.

Implementinnovativepoliciesthatensurecompetenceandcompetitivenessofcitydepartments.Ilikethe

policies that Indianapolis and Charlotte have put in place, requiring city departments to bid on contracts as

i they were rom the private sector. It will be important, however, to analyze the experience and

institutional knowledge o current city sta beore awarding contracts to the lowest fnancial bidder.

Furthermore, we also need to make sure those contracts are bids based on an even playing feld, wherecontracted service providers also have reasonable personnel policies.

5. Asset Leveaging: Gow Amateu Spots

Colorado Springs is home to one o the largest populations o amateur sports and disabled sports athletes

in the nation. Our city also has one o the largest proportions o sports ans per capita in the country.

An Amateur Sports Complex will connect and leverage these two assets. Communities in other parts o

the country have made small investments in public amateur sports complexes, which have then attracted

regional, state, and national tournaments, and have reaped the associated economic benefts. For

example,thelocalgovernmentinBlaine,Minnesotainvested$14.7millionintheconstructionofalarge

public/privateamateursportscomplex.Nowcompleted,thecomplexbringsin$37millionannually.

I envision a city-wide strategic plan to not only promote amateur sports, but to make us known as the

Amateur Sports and Para Sports Capitol o the United States. An important part o this vision or the uture

will be the creation o an Amateur Sports Complex or exhibition. With our amateur sports scene, Colorado

Springs is uniquely positioned to reap great benefts and create jobs locally rom such an endeavor.


8/12

Key Actions

As Mayor I will:

Encourageourexistingtouristindustryinfrastructuretocatertoamateursportsenthusiasts

and organizations.

WorkmoreactivelywiththeUSOCandotherorganizationstoincreasethenumberoflocal

exhibition events and to bring more regional and state competitions to the city.

Createnewevents,paradesandcommunitymarketingtorecognizetheathleteswhocall

Colorado Springs home.

ActivelyseekandengageinterestedpartnerstocreateandpromoteanAmateurSportsComplex

in Colorado Springs.

6. Asset Building: Gow ou Outdoo receation Industy

Colorado Springs already has a reputation or some o the most beautiul scenery and easiest access

to spectacular mountain biking, skiing, rock climbing, rating, fshing, hunting and backpacking

opportunities in the nation, perhaps in the world. Add our proximity to national orest and wilderness

areas and there is very little standing in our way rom becoming the next Moab, attracting tens o

thousands o young outdoor enthusiasts to the area annually. Manitou Springs could become the new

Breckenridge,withtouristsfromtheNorthFrontRangemakingthedrivesouthonI-25insteadof

ghtingthetrafconI-70.Andthereisnoreasonweshouldnotbeknownasaworld-classshing

destination, given the large number o reservoirs and streams within our regions boundaries today.

Key Actions

As Mayor I will:

Worktoadvancelocalpartnershipstoensureouroutdoorresourcesarewell-planned,developed,

protected and promoted. For example, I will work with my colleagues on City Council to ensure

Colorado Springs Utilities is a true partner in this important job creation inrastructure, particularly

emphasizingtheimportanceofopeningtheSouthSlopeReservoirsandtheirotherlocalwatershed

holdings to responsible recreation.

Workdiligentlywithourtouristindustrytobrandourselvesanoutdoorrecreationdestinationforthe

whole country to enjoy.

Workdiligentlywithbicyclingbusinesses,sportinggoodsstores,andsportsorganizationstoleverage

local park resources and create as many new outdoor marathons, bike challenges and other outdoor

competitions as possible.

WorkwiththeDivisionofWildlifeprogramslike,FunisFishingandareaspecialtybusinesses

(e.g., local y-fshing and sporting goods stores) to strategically plan a world-class fshing master plan

or the region.


9/12

7. Asset Potection: Gow ou Healthy Local Envionment and Outdoo Infastuctue

Every dollar we wisely spend making our outdoor lie richer, our air purer, and water cleaner will pay us

back in the creation o new jobs.

Whenever I ask a crowd o people why they moved to Colorado Springs or why they stayed, they almost

always respond that they love: the outdoor lie, clean air, resh mountain tap water, blue skies, nighttime

stars, 300 days o sunshine, Pikes Peak, the 1.1 million acres o national orest on our Western border,

and/ortheeasyaccesstotrailsandrecreation.Thereisnoothercityinthecountrywiththeseamenities.

There is no other city in the country with a more beautiul setting. Its our biggest new job creation asset

and its an asset we need to grow and protect.

Key Actions

As Mayor I will:

Doeverythingpossiblewithinlegalandbudgetarylimitstoprotectmoreland,buildmoretrails,and

keep our air and water clean.

Worktoprotectandpurchasethefront100acresofUteValleyParkandworkwithourParksDepartment

toopenupaccesstoQueensCanyonandtheRussWolfproperty.

WorktosecurepartsoftheBanningLewisRanchthatwouldbeidealforopenspaceforfuturerecreation

andmakesurethoseareasareconnectedtoCoralBluffs.

Worktoturnourwaterways,likeFountainCreek,intohealthytrailandrecreationcorridorsfullof

wetlands and wildlie.

Ensurethatallfutureprojectsareevaluatedforpotentiallong-termnegativeimpactstoprotectour

environment and our uture. I will work to prevent short-term gain projects such as gravel pits rom

damaging long-term assets, like our mountain backdrop.

Implementarangeofeducationprogramstoreduceunintentionalstrainonourairandwaterandmaximize

sustainability. This includes:

o A program similar to Ft. Collins idling awareness program.

o Education initiatives to fnd solutions or PM10 (particulate air pollution) related problems.

o ADontPollutecareducationalprogramthesustainabilityversionofStayAlive,Drive25.

o Create a non-point pollution educational outreach eort, protecting our waterways rom

chemical pollutants.

Reexamineexistingtrafcpatternsandroadwaystandardstodeviseeffectiveplacementforadditionalbike

lanes. I will also ensure bike lanes remain a key component o new road construction and make new,

temporary bike routes available at non-high trafc times.

Createnight-skycompliantopportunityzonesthroughoutthecity.


10/12

8. Human Capital: Pomote ou robust Health and Fitness Cultue

Colorado Springs has already been labeled the most physically ft city in the United States. We need to

capitalize on this well-deserved reputation. I will promote ftness and health as no public leader has done

in the past. A ft, healthy city is a city where people will choose to live, work, play, and retire. Healthy kids

are our uture job innovators. Poor public health ends up being everyones fnancial burden.

Our community should be known around the world or our rehabilitative and sports medicine services.

ColoradoSpringshastwogreathealthsystemsthatcancapitalizeinthissector.Bothcaneasilyexpandinto

regional or even national providers, with connections to institutions like the Mayo or Cleveland Clinics.

Every new health care job created here produces the equivalent o another eight-tenths o a ull-time

position in local support industries. Using our health culture to promote our quality health industry will

advance our economic vitality.

Key Actions

As Mayor I will:

Activelyadvocateforalocalsportsandrehabilitative-medicineindustry,partneringwiththeUSOCand

Memorial and Penrose Hospitals, and aggressively advocate or a sports medicine teaching acility at UCCS.

ThoroughlyinvestigatethenancialprudenceofMemorialstransitionintoanon-prothospitalthen,

based on acts, acilitate an efcient and eective transition. Such a transition will be designed to enhance

the exibility Memorial will need to generate new jobs more easily and preserve the quality o care.

OrganizeexercisecommunitypartnershipsinneighborhoodsacrossthecitymodeledafterPenrose

HospitalssuccessfulprogramwiththeNorthEnd.

BecomeknownastheHikingMayorandwillencouragemystaffandthecityatlargetotakeadvantageof

our natural health resources in ways that support a ftness culture or people o all abilities.

9. Asset reallocation: Make Decisions Today to Ceate Sustainable Local Govenment

fo the Futue

I we want job-creating businesses to make long-term investments in our city, then our city needs to assure

them that we can provide the inrastructure and services they need in the present and or the uture.

As Mayor, I will launch an ongoing process to evaluate how sustainable our policies, plans and inrastructure

needs are now and or the uture. Sometimes investing today saves more tomorrow. Other times, we will need

to adjust our expectations and requirements. It is important to know the dierence. A competent assessment

process inorming these decisions will impact our city governments capacity to support new job creation now

and sustain that process in the uture.

Conside this histoy: Many o our municipal departments have planning documents in place that were

drated during a huge growth economy. Those standards need to be revisited. Some assumptions dont hold

today. Others did not take into account new technology and best practices.


11/12

Key Actions

As Mayor I will:

Sitdownwitheachdepartmenttodetermineiftheirplanningdocumentsandcurrentproceduressupport

policies and inrastructure needs that make sense or today and or the uture. Some questions I will ask:

Should we change our neighborhood park per capita requirements in our Parks Master Plan?

Should we put in place low-impact or no alteration development standards?

Should we re-examine our streetlight standards?

Shouldweinvestinsmart,night-skycompliant,energy-savingLEDstreetlights?

ShouldweinvestinCrumbRubberAsphalt?

Should we look to wetland propagation or mitigation against water quality and storm drainage

requirements in the uture?

Should we hire entry-level public saety employees to handle the daily chores o the sworn ofcers,

so they can deal with more pressing emergencies?

ShouldwerenegotiateourESAagreementtoincludesomepaymentforFireDepartmentresponsesto

medical emergencies?

Should we look at more van service and less large bus service as a way to address transit needs?

Dowehaveadditionalcityassetswecanleasetogeneratemoreincomeforthegeneralfund?

ShouldColoradoSpringsUtilitiesinstituteanOn-BillFinancingprogramwherecityenergyandwater

efciency savings can be unded and then repaid through a long-term tari tied to the city meters?

Should Memorial Hospital become a Federally Qualifed Hospital?

Should we change the city charter to allow or ratepayers to exempt themselves rom CSU

Purchase Power Agreements to bring in more ederal dollars or solar installations?

Should we revisit the Trails and Open Space master plans to determine i uture TOPS unding can be

spent more strategically in the uture?

Requireupdatesbasedonthisinquiryanddatatoincreaseefcienciesandbuildsustainability.

Decisionsfromthepastthatwerevisittodaywillinformimportantcoursecorrectionsandsolidlyimpact

both the long-term efciency o city government and new job creation in the uture.


12/12

10. Build ou Tue Band: The Big Tent

Newideas,unparalleledassetsandasleekandstablecitygovernmentmeannothingifColorado

Springs continues to be a negative label in the minds o potential employers.

When I travel, I fnd mysel constantly deending Colorado Springs. Our image is one o narrow-

mindedness,intolerance,anti-good-governmentandinghting.Nowonderourchildrenleave.Nowonder

outside businesses hesitate to invest here. The bottom line is that without a more positive brand, we will

never grow jobs. The time is now. Our community is ripe or this growth.

The world needs to know the true reality o Colorado Springs. We have a huge arts community and

inrastructure, we are a well-educated community, our locally-educated children go on to fne schools

and prominent careers, our local deense and aerospace industries house some o the top scientists in the

country, our local state university is a powerhouse o innovation and national recognition, and we have a

quality o lie and outdoor inrastructure second to none. And this list is only a start.

We are also a city rich in cultural and ethnic diversity. Many communities share Colorado Springs. Our

population consists o many dierent skin colors, aiths, languages, sexual orientations and belie systems.

A talented, diverse population is good or attracting new employers.

Our diversity includes the socially conservative aith community, which has been an important local

economic driver and provides a rich and vital viewpoint. We have plenty o room or other perspectives in

Colorado Springs. People o good aith understand: talented individuals are good or jobs no matter what

their belie systems might be.

Even the anti-tax movement has made our community a better place. Granting citizens the right to vote on tax

increases has created a more accountable government in Colorado Springs than can be ound in most other

areasofthecountry.But,ifweareknownonlyasacommunitythatrefusestoinvestinitself,madefamousfor

shutting o streetlights and removing trashcans rom our parks, then our economy will continue to suer.

Newideas,unparalleledassetsandastate-of-the-artandstablecitygovernmentmeannothingifColorado

Springs has to deend against a negative label in the minds o potential employers.

Key Actions

As Mayor I will:

WorkdiligentlytopromotetherealColoradoSprings.Negative,stereotypedoroverlybroadportrayals

ofColoradoSpringinthestate,nationalorinternationalmediawillnevergounchallengedbyme.Notonmy

watch. The image is not true, and its not good or jobs.

VisiteveryschoolinthecityonceayearasJohnHickenlooperdid,notjusttopromotehealth,tnessand

our beautiul environment but also to instill a community-wide pride, engagement and positive identity

among our youth.

ConsistentlyandvisiblycommunicatetherichnessandvalueofourColoradoSpringsculturetoprimary

employers who want to relocate and to local employers who contribute here.

Ill t l h t l l ti d h th i h f C l d S i

Documents

SKO-12pg_handout-RVSD-3-11-11