Michael Colaw
Candidate for Bartlesville Ward 1
Bio
Michael Colaw has called Bartlesville home for 36 years. He raised his family here, built his career here, and has spent much of that time serving the community he is proud to call home.
Michael currently serves as Development Director for Elder Care, where his work focuses on fundraising, community partnerships, and helping strengthen services for older adults and their families. His career has included leadership roles in the nonprofit, corporate, higher education, and faith-based sectors, including positions with Phillips 66, Arvest Bank, and Oklahoma Wesleyan University. Community involvement has also been an important part of Michael's life.
He currently serves on the boards of Visit Bartlesville and Ray of Hope Advocacy Center and has previously served organizations including Bartlesville KLIFE, Children's Musical Theater, Allied Arts & Humanities Council, and Youth & Family Services.
Michael holds a bachelor's degree from Oklahoma Wesleyan University and a master's degree from Indiana Wesleyan University.
Michael is running for Bartlesville City Council Ward 1 because he believes in the best of Bartlesville. He wants to represent all Ward 1 residents and help ensure Bartlesville remains a great place to live, work, and raise a family for generations to come.
1. Why are you running
Why are you running for Bartlesville City Council, and what experience or perspective do you believe you would bring to the council?
I am running for Bartlesville City Council because this community has been my home for 36 years. I raised my family here; I have spent all my professional life here, and I care deeply about what Bartlesville looks like not only today, but 10 or 20 years from now.
Bartlesville is a great place to live, work, and raise a family, but communities do not remain strong by accident. It takes good planning, responsible use of taxpayer dollars, strong city services, and elected officials who are willing to listen to the people they represent. My professional background has given me experience in the nonprofit, corporate, and faithbased sectors. In my current work, I deal regularly with budgets, grants, community partnerships, long-term planning, and finding ways to accomplish more with limited resources. I have also had the opportunity to work with people from many different backgrounds and perspectives. I think that matters on a city council. I am not running because I believe I have all the answers.
I am running because I am willing to ask questions, listen to Ward 1 residents, study the issues, and make decisions based on what I believe is best for Bartlesville as a whole. I would also bring a genuine respect for our city employees. We have good people working for this community, and I would be honored to represent Ward 1 while working alongside them to make Bartlesville even stronger.
2. Your top priorities
What are the three most important issues facing Bartlesville during the next five years? What specific actions should the City Council take to address them?
If I had to narrow it down to three priorities for the next two years, I would say economic growth, infrastructure, and quality of life.
We need to keep working to grow and diversify our economy. Phillips 66 and ConocoPhillips have been incredibly important to Bartlesville, and we want them to continue to be successful here. But I also think we have to keep looking for opportunities to bring new businesses and jobs to our community.
The good news is that we have some real momentum. The Bartlesville Development Authority deserves a lot of credit for successes like Lincoln Electric and Blue Whale Materials. The BDA also secured a $2.38 million grant for a new hangar at Bartlesville Municipal Airport, and I think that project has tremendous potential to open the door for more investment and jobs. We need to build on those successes while also supporting the businesses and entrepreneurs who are already here.
Infrastructure also has to be a priority. Streets, water, and sewer aren't always exciting topics, but they are basic responsibilities of city government. We need to take care of what we have and plan ahead, especially when it comes to our long-term water needs.
Finally, I want Bartlesville to continue being a place where people want to live, work, and raise a family. Public safety is a big part of that, but so are our parks, recreation, housing, retail, and entertainment. To me, all three go together. If we want Bartlesville to grow, we need good jobs, dependable infrastructure, and a community where people genuinely want to live.
3. Endeavor 2045
Bartlesville adopted the Endeavor 2045 comprehensive plan following a community planning process. Which parts of the plan should receive the highest priority during your term, and are there portions you believe should be changed, delayed or reconsidered?
Endeavor 2045 gives Bartlesville a useful roadmap, particularly because it was developed with significant community involvement. A comprehensive plan should provide direction, but I do not believe it should become a document that future councils follow blindly regardless of changing circumstances.
My highest priorities within the plan would be economic diversification, infrastructure and water security, housing, and the quality-of-life improvements that help Bartlesville attract and retain families and younger residents. I also believe the emphasis on responsible growth is important. Growth is good, but we have to consider the long-term cost of maintaining the infrastructure that comes with it.
Endeavor 2045 should be a living guide for Bartlesville's future, not a checklist that prevents us from adjusting when circumstances change.
4. Jobs and economic development
Bartlesville has long depended on major employers including Phillips 66 and ConocoPhillips. What should the city do to diversify the local economy, attract employers and create or retain well-paying jobs? What role should the Bartlesville Development Authority and Chamber of Commerce play?
Phillips 66 and ConocoPhillips are tremendously important to Bartlesville, and we should never talk about diversification in a way that suggests otherwise. We should continue doing everything we reasonably can to make Bartlesville a place where our existing major employers want to invest and grow. At the same time, diversification makes us stronger.
I would like to see us pursue economic development from several directions. Recruiting outside employers is one piece, but we also need to help businesses that are already here expand. We should encourage entrepreneurship and small-business development, remove unnecessary obstacles to investment, and continue improving the things that make employees and their families want to live here.
The Bartlesville Development Authority will continue to take the lead on economic development strategy, recruitment, and business retention. The Chamber has a different but equally important role in supporting our existing business community, developing connections, and promoting Bartlesville. The City Council's role is to make sure these organizations have clear expectations, measurable goals, and accountability when public resources are involved.
I also think we have to broaden our definition of economic development. Streets matter. Housing matters. Schools matter. Parks and recreation matter. Restaurants and retail matter. If we recruit a company but cannot convince its employees that Bartlesville is where they want to live, we have only done half the job.
5. City spending and taxes
When balancing the city budget, where do you believe Bartlesville should spend more, spend less or maintain current spending? Are there city services or programs you would eliminate or significantly reduce?
My starting point on the city budget would be pretty simple: take care of the things city government is responsible for doing well before adding new obligations.
Public safety and core infrastructure should remain priorities. Maintaining streets, water, and sewer systems is expensive, but delaying necessary maintenance usually does not save taxpayers money in the long run. It often makes the eventual repair more expensive.
I would also protect reasonable investments in quality of life because those investments contribute to economic development and our ability to retain residents. That does not mean every proposed project should be funded. There has to be a balance.
I would not walk into office with a predetermined list of programs to eliminate. I would want to see the numbers, understand what each program accomplishes, and hear from the city manager and department leaders before making those decisions. I would expect the same approach from myself that I would expect from any organization entrusted with public money: determine what is essential, measure results, eliminate unnecessary duplication, and make sure spending reflects our priorities.
Taxpayers work hard for their money. The City Council has an obligation to remember that every dollar it spends came from someone who earned it.
6. Public safety cameras and privacy
What is your position on Bartlesville's use of automated license plate reader cameras? How should the city balance law enforcement benefits with residents' concerns about privacy, data retention and government surveillance?
I recognize that automated license plate reader technology is a controversial issue, but it is certainly not an issue unique to Bartlesville. A quick Google search will produce hundreds of articles from communities across the country with varying degrees of support and opposition to the use of ALPR technology.
As a candidate, I wanted to better understand how the technology is actually being used here rather than form an opinion based solely on what I had read or heard. I have already met with the Bartlesville Police Department to review the technology, learn how the department uses it, and better understand the guardrails that are currently in place.
I understand the concerns residents have about privacy, data retention, and the potential for government surveillance. Those are legitimate questions, and I believe the City Council has a responsibility to make sure appropriate safeguards and accountability remain in place. At the same time, I also understand the value this technology can provide law enforcement in solving crimes and protecting the public.
I fully support the Bartlesville Police Department, as well as the Washington County Sheriff's Office, Bartlesville Fire Department, and all of our first responders. I want the men and women who protect our community to have the best tools and resources necessary to do their jobs effectively and make Bartlesville a safe community for everyone.
For me, this is about finding the appropriate balance. We can support law enforcement and provide them with effective tools while also listening to residents, asking appropriate questions, and making sure reasonable protections for individual privacy remain in place. I believe we can do both.
7. City manager and council roles
What do you believe is the proper relationship between the City Council and city manager? Where should council oversight end and the city manager's authority over day-to-day operations begin?
I look at the relationship between the City Council and city manager much like the relationship between a board of directors and a CEO. The council helps set the direction and priorities for the city, approves the budget, and holds the city manager accountable. The city manager is responsible for running the day-to-day operations of the city and managing city staff.
I think it is important for council members to understand that difference. If elected, I absolutely expect to ask questions, understand how taxpayer dollars are being spent, and make sure we are getting results. At the same time, I don't believe a council member should be trying to run individual departments or telling city employees how to do their jobs. That is the city manager's responsibility.
Bartlesville has talented and experienced people working for the city. I believe council members should respect their expertise while still providing the oversight that voters expect from their elected representatives.
Ultimately, the council should decide where we want to go as a community, and then allow the city manager and staff to do their jobs and help us get there. If something isn't working, then it is the council's responsibility to address that with the city manager.
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