The Gazette: What are a few of the most important things you've learned about Colorado Springs as a city, and the city government, during your time here? Have you learned anything that surprised you?
Penelope Culbreth-Graft: People are incredibly generous with their time and their money. The non-profit community is superb. When there is a social issue or problem, the community bands together to solve it and to help one another.

Gazette: Tell me about your biggest success as the city manager, and your biggest challenge.
Culbreth-Graft: Balancing the budget fits both categories. We had to cut $9 million from 2008 and had to cut another $23 million plus from 2009. Good things accomplished with the city team? USOC deal; draft of the downtown forms based code; launch of the retail enhancement program; City Kidders video program; completion of Cimarron Bridge, Austin Bluffs Interchange at Union, and runway improvements at the airport; purchase of Corral Bluffs and the top of Cheyenne Mountain; and acquisition of right-of-way for Woodmen/Academy; opening of the city's DNA lab, public safety improvements along South Nevada; and, launching of the Mayor's Science Technology, Engineering, Technology, and Mathematics program - just to name a few.

Gazette: Colorado Springs is the birthplace of tax limitation, with the city charter's TABOR amendment, which of course was a predecessor of the state's TABOR amendment. As someone who has seen different tax policies at work in other communities, what insights can you offer about the advantages and disadvantages of the arrangement here?
Culbreth-Graft: The people have a right to determine what they want to pay for services and how they want to be taxed. The uniqueness of our state TABOR plus the second local TABOR we have in Colorado Springs, limits our ability to provide public services. While most communities rely heavily on property tax, our income totals about $22 million, which covers only 25% of our police operations - and nothing else! What this means is that we have to rely on sales tax, which is a very inconsistent source of funding. The city's TABOR is designed to ratchet down our sales tax as the economy improves; resulting is less money to do what we do today. While it is nice for our individual pocketbooks, it means we will see continued erosion of services - ultimately services that I believe will affect our property values and quality of life.

Gazette: You have been rather low-profile during your time as city manager, which is a departure from the habits of your predecessor. Is this by design? In other words, tell me about the thinking behind your approach to life as a public figure.
Culbreth-Graft: I'm intense and focused on my work. I serve at the pleasure of the City Council. My job is to implement council's policies and strategic vision. This first year, in addition to hearing from the community and business about what needs to be done, I've had to address unprecedented budget deficits. As far as being a public figure, I serve the public in the best way I know-hard work, creativity, and dedication to my community.

Gazette: Please name two big challenges Colorado Springs will face in the next several years, and offer thoughts about how we can face these challenges.
Culbreth-Graft: Financing public services with the least amount of burden upon the taxpayer is and will always be our top challenge. Finding new revenue sources and running a lean operation top the list of solutions. Bringing jobs and keeping jobs in Colorado Springs is another big challenge we face. While our housing stock is tremendous and our natural amenities our outstanding, they aren't enough to solve this problem. It will take all sectors of our city to address this - from our schools, businesses, economic development organizations, tourist industry, non-profits to our community and governments.