William “Bill” Murray - City of Colorado Springs

ITEM A - COVER LETTER
TO: Colorado Springs City Council and my fellow District 2 Residents
My personal and professional experiences have taught me to evaluate issues from multiple angles,
using all resources available. Due diligence, research and focused analysis form the foundation of
any successful process. Fulfillment of stated purpose, identification of unintended consequences,
and presence of appropriate checks and balances are but a few of the critical factors that need to
be addressed before final decisions are made.
The following are key career experiences that have formed my leadership abilities:
 Practical experience in Police and Fi re activities
 Engaged in local community organizations and dialogue regarding civic issues
 Conducted research, information gathering and presentation of data for evaluation and
dissemination
 Extensive and concise presentation experience
 Participated as a senior member in national level military and civilian working groups.
 Represented senior military commands
 Planned/directed initiatives which furthered project research and development
 Implemented analytical techniques to support projected estimations.
I am an adaptive and mature problem solver, with proven analytical and communication skills. I
am especially adept in performing complex r e s e a r c h whose analysis and evaluation will allow
organizations to reach successful conclusions. With a diverse and objective perspective based
upon my varied assignments and experiences, I can focus my attention on the issues without
letting the politic agenda overwhelm the outcome. I recognize and appreciate the unique range of
interests and values in District 2, and will work to integrate them into successful solutions.
I am a team player with a commitment to securing the vision of a thriving Colorado Springs.
An informed community will vote in its best interests. All elected officials have the
responsibility to communicate with their constituents, to educate them with facts, and to offer
them the right to choose.
Sincerely,
William P. Murray
http://www.linkedin.com/in/williampmurray3
December 2, 2014
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ITEM B - RESUME
WILLIAM P. MURRAY, CKM
3175 Soaring Bird Circle, Colorado Springs, CO 80920
Memorial Commission on Ownership and Governance - Feb 2010-Feb 2011
Senator Michael Bennet's Academy Selection Panelist (2011/2012/2014)
Global Mid-Course Correction Missile Defense Course (GMD) -Jan 2012
Computer Network Operations Planners Course- Aug 2012
Army Space Cadre Basic Course- Dec 2012
Joint Cyberspace Operational Planners Course-Apr 2013
QUALIFICATION SUMMARY
Leadership & Management
Reports & Analysis
Training& Development
Intel Support
Cultural Intelligence
Supervisor Mentor
Cyber Analyst
Operations Management
Exercise Evaluations
Strategic Planning
System Security
Troubleshooting
Emergency Management
PROFESSIONAL EXPERIENCE
Information Operations/Cyber Planner, SMDC/ARSTRAT/ARCYBER, G-397,
Peterson AFB, Colorado Springs CO. (CIDER Inc.)
Aug 2010- 1 Oct 2013
• Assisted USASMDC/ARSTRAT in the planning and execution of USSTRATCOM and
Service 10 and Cyber related exercises and events. This support includes direct coordination
with USCYBER Command (USCYBERCOM), 1st Information Operations Command, US
Army Intelligence and Security Command (lNSCOM), 9th Signal Command (Army) (9th
SC(A)) and other specific units and agencies.
• Supported the development and coordination of unit specific Master Scenario Events List
(MSEL) injects.
• Drafted USASMDC/ARSTRAT exercise directives, and the preparation and presentation of
exercise briefings to senior leadership.
Senior Intel Analyst (Cyber) (S4 Inc)
Pentagon J3, Deputy Director for Global Operations (DDGO), Computer Network Operations
Division (CNOD)
Apr 08 - Feb 09
• Coordinated and planned aspects of cyber activities (NetOps, CND, CNA, CNE) in conjunction with
multiple agencies and organizations (JTF-GNO, JF-NW, DISA) for both mission related and exercise
activities.
Senior Intelligence Analyst (S4 Inc) (Contractor)
Pentagon, Strategic Communication Integration Group (SCIG)
Feb 07 - Apr 08
• Senior Intelligence Analyst/Ad visor assigned to the Strategic Communications Integration Group
(SCIG), an OSD/Joint Staff working group which supported the OSD/JS/COCOMs Strategic
Communication initiatives.
• SC IG State Department Liaison; worked closely with the 1 51 10 Command initiatives in direct support
of the Afghanistan Strategic Communications Plan.
December 2, 2014
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Intelligence Analyst 0132, DOD Civilian
CENTCOM (Middle East)
Jan 06 -Feb 07
• Provided all-source intelligence support to the command's tactical assets, performing real-world
development, vetting and targeting of High Value Individuals {HVls) and their operations. Analyzed,
compiled, reported and disseminated intelligence data to other coalition forces (OCF), other
governmental agencies (OGA), and NATO.
• Proficiency in defining and utilizing JWICS, SIPR, M3, Falcon View and other relevant systems in
order to propagate the Taliban Targeting Enterprise (TTE) database. Area of operations involved
multiple countries, working in a joint environment, with all military services (Army, Navy, Air Force,
and Marine Corps), a multitude of interagencies (e.g., NGIC, CIA, DEA, FBI) and allied/partner nation
military personnel.
Senior Associate 1
Pentagon, DDGO, J39, Lockheed Martin Info Tech, Inc.,
Mar 05 -Jan 06
• Provided classified and open-source dissemination analysis of worldwide media trends as they relate
to USG and Coalition effo r ts.
• Represented the Deputy Directorate for Global Operations (DDGO) on inter-agency committees;
prepared and presented briefs to top level interagency decision makers.
Deputy Chief Information Officer (COL-06)
Office of the Chief, Army Reserve, Ft. McPherson,
May 03-0ct 04
• Lead for system activities located throughout the 50 states; supported 207,000 drilling Reservists,
13,000 Active Guard and Reserve soldiers, 850 Active Component soldiers, and 10,000 civilians.
• Actively managed p e r s o n n e l administration, safety and system security requirements for 400 civilian
employees and 74 contractors.
Deputy J39, Computer Network Operations (COL-06)
United States Space Command, Colorado Springs
Jul 00- May 03
• Performed intelligence liaison services to NORAD and NATO defense communities; maintained
Information Assurance, Information Sharing, Security Classifications of systems and organizational
access.
• Applied multi-faceted intelligence experience and education to create and approve the first
interagency Memorandum of Understanding on Computer Network A t t a c k policies, practices and
procedures. (DoD, OSD, DIA, NSA, JTF-CNO, JIOC, CERTs, NIPC).
• Senior coordinator for USSPACECOM exercises: ARIES ARROW, MILLENNIUM CHALLENGE
and ULCHI FOCUS LENS and developed CNO concepts for IDAHO THUNDER.
EDUCATION AND TRAINING
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M.S., Administration, Central Michigan University, Michigan
B.S., Business, Athens State College, Athens, Alabama
B.A., Poli-Science/History, University of Alabama, Tuscaloosa, Alabama
Certified Knowledge Manager (CKM), Virginia Beach, Virginia
DoD CIO Certificate/ NSTISSJ IA 40 I I , National Defense University, Washington, D.C.
Fellowship, Fletcher School of Law and Diplomacy, Boston, Massachusetts
AWARDS AND RECOGNITION
Legion of Merit, Meritorious Service Medal with (2) Oak Leaf Clusters, Joint Service Commendation
Medal, Anny Commendation Medal with (5) Oak Leaf Clusters, Army Achievement Medal
December 2, 2014
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ITEM C - SPECIFIC ANSWERS TO APPLICATION QUESTIONS:
l. As a member of the Colorado Springs Utilities Board of Directors, how would you
balance varying priorities, including rates, reliability and customer service?
Reliability is the most important Utility commodity and should be our priority when discussing
all aspects of our Utilities services. Businesses and individuals make critical decisions based on
CSU's reliability, rates and customer service. The interrelation and balance of CSU's rates,
reliability and customer service are directly related to the success of Utilities operations. And
Utility operations are directly affected by the Utilities Board quality of management oversight.
Successful Governing Boards do not micromanage their organizations. These Boards select a
proficient management team and obligate them to answer to the shareholders (i n our case, the
citizens of Colorado Springs). The Utilities Board of Directors oversees the responsibility to
compare and contrast rates, reliability and customer service within our locale and between
utilities our size. Research, use of best practices and efficient management are the tools we
expect the Board and management to use in order to achieve the best results. It is essential that
the Board and management be willing and able to explain the integral facets of its operation to its
shareholders (the citizens of Colorado Springs).
2. Briefly, what are your thoughts the City for Champions projects and their potential
impact on economic growth and jobs in the City of Colorado Springs?
"Economic development is long-term, so balance is important" and "all economic
development is regional" were comments made by Al Wenstrand of the CSRBA. He explained
that the four areas must work in harmony: business climate development, maintaining existing
businesses, entrepreneurism, and business attraction. It is important to note that he did not once
mention tourism, which was the original driver behind the creation of the City for Champions
concept, in its the application to the State EDC.
As with all large projects, C4C will have an immediately economic impact upon beginning
construction. If the published data is accurate, three of the four projects will not need additional
investment by the City. It is clear, however, that significant details regarding infrastructure issues,
representing millions of dollars, have yet to be presented. Equally problematic is the concept of
the downtown stadium and its 1,500-capacity parking garage, which accounts for over Y2 of the
total $250 million requirement.
The sole pro-forma of the stadium project presented by the City is unlikely to be achieved,
much less maintained. A soccer stadium is an unproven sport/entity within our community, as
are USOC NGA sponsored events. I would have preferred an open competition for the
downtown project that included the (long overdue) option of a Convention Center. I am
enclosing a rendering of an example of an alternative structure that I feel would better serve the
resurgence of downtown Colorado Springs.
A successful community project is based on the sum of a community's requirements, not
solely its tourism needs. We need to seriously evaluate our objectives. If we want a viable,
livable downtown atmosphere, a stadium and its attendant bars and restaurants and parking
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issues are simply not conducive to this environment. They will not fulfill the stated goals of our
vision for a thriving downtown.
When Harwood spoke to the United Way about community building, the first caution given
was to 'not promise too much'. It's clear to anyone who has been paying attention to the C4C
process that much has been promised.
Another issue not being sufficiently and openly discussed is the use of Tax Incremental
Financing (TIF). For starters, a review of the use of TIF funding for the North University
development needs to be undertaken. Currently, the CSURA is in default of the $55 million
bonds used for the project. The City conceivably would not see any taxable income from this
project for 25 years. Potentially, $145 million of lost tax revenue will be required to pay these
bonds.
As the city pledges its future income, we must ensure that our math is correct. We need the
confidence that the citizens understand the relevant information, and are in support of stated
goals, so that they can make informed decisions. The best way to accomplish this unification of
purpose is to let the citizens speak for themselves via an up/down vote for stadium construction.
3. How would you propose to address the City's outstanding stormwater and other
capital infrastructure needs?
Stormwater and other critical Capital Infrastructure issues neither begin nor end in Colorado
Springs. There has always been an understanding among those who study these issues that a
regional solution to stormwater and other infrastructure issues is the only successful option. Our
community needs solutions to both to be successful. Regional entities need to commit to work
together to avoid duplication of efforts and costs. Solutions to these issues should be addressed
as a single subject and both placed on the April2015 ballot.
4.
Please share your perspective on the implementation of the City's Council-Mayor
form of government and the respective roles of City Council and the Mayor.
Councilor Jan Martin stated that this current system of governance has "conflict built into it "
and while "personalities play a part, the structure discourages collaboration and seems to
reward confrontational behavior". Conceptually, the mayor was expected to manage the day
to-day functions of the City, with the City Council being responsible for policy and oversight.
Regrettably, the reality has not fulfilled those expectations. The US Constitution is a brilliant
document in creating balance....our adoption of the strong-mayor form of government was not.
There has been an incredible blurring of responsibilities. It was expected that we could and would
return to the charter and clearly detail these specific roles and functions, and yet personalities,
agendas and lack of a viable mechanism to resolve these conflicts have led to functional
gridlock.
I believe in the political process of "sunsetting". If, after 8 years of counter-productive and
non-productive activity, a system should be placed back on the ballot for the voters to once again
December 2, 2014
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review its successes and failures. Regardless of what is causing the problem, the community
should not have to live with a failed process.
5. Please share your perspective on the issue of retail recreational marijuana in the
City of Colorado Springs.
The state law allows for individual communities to opt in or out. Most communities within
our state have allowed their citizens to vote on this issue. I am firmly in support for allowing our
citizens a vote on this issue.
6. What are some important issues facing District 2 and how would you propose to
address them?
District 2 is unique in that it is the fastest growing part of our city and will continue to be for
the immediate future. The health and safety of my community are my first priorities. Adequate
staffing of both police and fire services is a primary concern. I am also concerned about the
erratic attitudes regarding Master Zoning plans. Having a 7/11 or Kum-and-Go on each comer is
not a viable plan, and neither is unrestricted and unrestrained retail development. Changing an
originally planned park into a retail development should be considered a rare occurrence, not
simply an opportunity for the developer. In addition, a large portion of the TIF responsibilities
for the downtown City of Champions development will come from sales taxes in District 2.
I would have the responsibility to protect these funds and resources and ensure they are spent
wisely and well-protected so that District 2 is not short-changed for their efforts.
7. What attributes do you bring to the position that will help City Council serve the
community, and you able to devote the time required to be an effective
Councilmember?
My contribution to the City Council will include (but is not limited to): knowledge
management, due diligence, research, a sense of the needs of the total community, accountability
and professionalism. I have consistently observed and commented on issues of relevance during
Council meetings. This has afforded me the opportunity to study how the Council operates, both
with each other, and the public, and to make constructive suggestions based on my knowledge
management background and experiences. I will cross the aisle to discuss differences, I will
compromise for the good of the community, and I will entertain all ideas until the best one is
identified. I am a quick study and will spend the time to become acquainted with the issues
before any vote. This will be my "day job". I will make every effort to be present at City Hall
every working day. I am recognized as a team player with a commitment to finding the "Best
Total Solution."
December 2, 2014
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"Courage is the capacity to confront what can be imagined."
--Leo Rosten, Russian-American teacher and writer
December 2, 2014
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