“10 ideas that could change our city,” The Colorado Springs Business Journal, June 29 – July 5, 2012, 25.

CITY MANIFESTO

Cities are built by visionaries or economic necessities (trade routes, ports). Ours has a history of great men, from General Palmer to Stratton and Penrose, who have thought of making our town a better place to live for future generations. We don’t need a gold rush to have a vision, only some dedication and goodwill.

While the Mayor is busy cleaning up city administration after decades of benign neglect bordering on fiduciary delinquency, and City Council is figuring out its job description after changes in the city charter, let me dare dream.

First, as part of the city structural cleanup, we should divest ourselves from any and all entities that are not essential to our operation. Sell or lease Memorial Hospital, Utilities, and the Airport. There is a twofold urgency for this: ridding ourselves of entities we cannot manage efficiently or oversee responsibly, and providing funds to pay for all the ideas listed below. Lease revenues (or outright sale) should be set aside in a special account for long-term projects and initiatives without the need of additional taxes or fees.

Second, we should build on the presence of the USOC and focus on athletic activities. We cannot expect professional teams to move here, so instead we should become the center of handicap/special tournaments (including veterans). A downtown complex (perhaps in place of the Drake power plant) would revitalize the city and draw tourists from across America. Every major city (see Denver) has realized this fact.

Third, if indeed University of Colorado Health System takes over Memorial and opens a branch at UCCS, we should ask for it to become dedicated to sports medicine—training, nutrition, treatment. The synergy between USOC, UCCS, and MHS could become a national model. This is not about money but about an execution of ideas in the most efficient way, using the talent we have and responding to community needs.

Fourth, given the many veterans that we have in town, we should integrate them into the previous two ideas, whatever the conditions under which they are discharged. The military has some resources that could be part of what the city plans to do. Whether as participants or fans, veterans should be made to feel as part of the city. They cannot be heroes abroad and pariahs at home.

Fifth, get the business community more involved in education (K-12). Our very own Steve Schuck spearheaded the school voucher initiative that brought about charter schools around the state. The Chamber of Commerce should follow this lead and ensure that graduation rates from our school districts are no longer an embarrassment. School reform should be local (rather than the disastrous federal mandate of No Child Left Behind), but to be meaningful it requires local pressure so as to change entrenched attitudes.

Sixth, we have the bright light of an expanding UCCS, an engine of economic development that can produce new innovations. The Silicon Valley in California proves that academic centers are the foundations of business prosperity. Let our own Digital Rockies serve this role here.

Seventh, as we focus on our indigenous talents and brain-power, we should also take advantage of the natural beauty that surrounds us. Perhaps the leadership of local tourism should be placed in the hands of thirty-something that can generate the kind of excitement the future of our town can enjoy.

Eighth, since attracting tourists and newcomers is still our vision of growth, let’s stop urban or suburban sprawl and focus on the center of town. If you visit any great city in America, you begin with downtown, and not some faraway development. Urban “filling” would also reduce the pressure on our inadequate infrastructure—from sewage lines to fire and police stations.

Ninth, in order to combat the impression that we are religious extremists, let’s emphasize religious diversity and harmony, agreeing on some common religious principles. UCCS’s Center for Religious Diversity and Public Life is only a starting point; the city should foster such initiatives to foster tolerance.

Tenth, if we agree to adopt any of the above initiatives and change our mindset as an emerging mid-size city rather than a small town below Pike’s Peak, we need to promote civility among all stakeholders, from the Mayor to City Council, all the way to every department head and city employee, and the rest of us. We need to learn to exchange ideas passionately but respectfully.

If we execute only half of these ideas in the next year or two, it’ll be amazing. If we execute them all, we would become a model city rather than a national laughing stock of religious fanatics and narrow-minded conservatives. We deserve a better reputation than that. But we must earn it first.

Raphael Sassower is professor of philosophy at UCCS. He can be reached at rsassower@gmail.com See previous articles at sassower.blogspot.com

“Earnings fairness,” The Colorado Springs Business Journal, May 11 – 17, 2012, 19.

FAIRNESS

The latest twist in the checkered career of Dr. McEvoy, the CEO of Memorial Hospital System, is upsetting citizens and in different cities could cost Council President Scott Hente his job. Are we upset about 18 month severance, totaling around $1.15 million? Or, are we upset at the lack of oversight by the appropriate governing boards?

The fact that Dr. McEvoy, whom I lampooned months ago for his scare tactics while the hospital was profitable, overplayed his hand and lost badly, agreeing to a “separation” so that he’s neither resigning nor being fired, is perhaps what justice should look like.

He wanted the hospital to himself, setting it up as a non-profit with a board he’d appoint, a cushy relationship indeed. Along the way he got a pay raise amidst negotiations for the sale of MHS to UCH. What warranted his raise, excellent performance? And Council President Hente, consulting with his right-hand woman, Pro Term Jan Martin, thought nothing of it.

They also didn’t challenge the severance pay until Mayor Bach forced the issue in an open letter to Hente. Convening Council, they agreed to dismiss MHS’ board and appoint their own. Does the Mayor have to wake up Hente and Martin from their political slumber? Are they really that out of touch with public sentiments?

What upsets citizens at the end of the day isn’t how much money anyone makes, but rather morality. We want to know that someone in position of power monitors abuses and ensures fairness in the system.

The New York Times reported that according to Greenlining Institute, Apple—the brainchild of Saint Jobs—paid just $3.3 billion in 2011 on profits of $34.2 billion, making it an effective rate of 9.8%. Forbes’ contributor, Tim Worstall, explains that taxes paid in 2011 are for profits made in 2010 which were only $18 billion, making it an effective rate of 18%.

Worstall is probably correct, and The Washington Post was delighted to correct its northern rival. The issue remains: is it fair for Apple to use its off-shore subsidiaries in order to avoid paying taxes in the US? Isn’t its headquarters in California? Isn’t it enjoying the infrastructure provided here? When copyright issues arise, isn’t Apple happy to appeal to American rule of law?

Isn’t the brain-power that propels companies like Apple nourished on our campuses, courtesy of taxpayers who guarantee student loans and provide needed research and development grants from the National Science Foundation and the National Institute of Health?

The same fairness questions have been raised before by the legendary Warren Buffet who paid taxes totaling 17% percent of his $40 million in taxable income. Romney’s tax rate for 2010 was 14%, while Obama, comparably the poorest, paid 20% on his $789,674 taxable income. Do any of these relate to the 99% of American taxpayers?

The fact that Dr. McEvoy earns much more than the US President’s $400,000 only proves how much more valuable his services must be. If he were in private practice, no one would care. But he works for us, after all.

Perhaps the comparison should be closer to home. On MHS’ website, this Note was posted: “On June 29, Memorial Health System will begin relying on Bonfils Blood Center, a Colorado organization, to collect blood and provide products for our patients. This change means memorial will no longer operate its own blood donor services.”

Richard Titmuss’ The Gift Relationship (1971) suggested that countries where blood is donated rather than bought and sold had no shortages, and the blood in their banks was less contaminated. What does this switch in policy, under the leadership of McEvoy mean? Has he read the book? 

Or is the financial cut implemented to ensure his salary raise and severance pay? Has he cut anything else at MHS to guarantee that he stays within the budget, and thereby doesn’t need his board to get Council approval?

It won’t be a week too early for MHS to be sold to UCH. Get this mess off our hands, because our own watchdogs, City Council, obviously lack the kind of leadership that can handle its fiduciary responsibilities.

How are they doing with CSU? The less you hear about council leadership and CSU, the more you should worry. At least with MHS there are leaks that get to the press and then to the public. CSU, by contrast, is so close-mouthed that no one knows what’s going on, including Council

This is an open plea for Council to probe the depths of CSU and devise a plan for selling it to the highest bidder. CEO Forte won’t care as much, now that he knows he can ask for a raise and get a hefty severance pay—it’s a win-win, no?

Raphael Sassower is professor of philosophy at UCCS. He can be reached at rsassower@gmail.com See previous articles at sassower.blogspot.com