Collaborative information models ...

"New models of journalism – those that satisfy a growing hunger for up-to-the-second news – were a popular subject.

“Since there is no guarantee that journalists will be at the right place at the right time to report important events, the new journalism must be one that is open to both amateur and professional reporters,” said Bill Kovach, founder of the Committee of Concerned Journalists.

“Somewhere each day,” he continued, “another site moves a step closer to becoming a direct competitor or a valuable new addition to the legacy press.”

Perhaps like the Long Island Independent Media Consortium? Or the Long Island Meta-News Service ?

One Long Island is full of ideas on how we the public can govern and inform ourselves both within and outside of the already established norms.

Only through this type of "mass collaboration" can common ground be established for moving Long Island forward. Otherwise we will constantly be vulnerable to the "divide and conquer" mentality that currently carries the day.

Survival of the fittest ...

"On April 7, Gov. David Paterson stood in the Melville office of the New York State Department of Transportation and said Long Island’s construction workers were about to get back to work, thanks to the recently approved stimulus package trumpeted by the Obama administration. Also on hand that spring day: members of New York’s congressional delegation.

The big event turned out to be little more than a photo op.

“We don’t need photo ops,” said John Durso, the president of the Long Island Federation of Labor. “We need shovels in the ground and people at work.”

That hasn’t happened.

In fact, only 15 percent of the funding allocated to New York will be used to refresh the state’s decaying infrastructure. Instead, an overwhelming portion of the money went to fill the state’s budget gap ..."

Another example of a good idea not ready for implementation due, in part, to a lack of a dynamic, collaborative system on Long Island for turning good ideas (in this case much needed public infrastructure projects) into immediate action.

In short, we are not prepared to react, adapt and take advantage of rapid changes and opportunities in our environment.

In nature and business this is usually a fatal flaw.

The One Long Island series of dynamic "inter-related" concepts is an attempt to remedy this problem and create a platform for Long Island's future success.

Long Island Cloud Project: Part One

Cloud computing definition.

Static planning vs dynamic planning ...

"The Town of Huntington is about to release Comprehensive Plan Update: Horizons 2020, a draft version of what will become a roadmap for future development in the town that includes Huntington Station, East Northport and Dix Hills.

The town will put copies of the plan in libraries throughout Huntington, as well as Huntington Town Hall at 100 Main Street. It will also be posted on the town’s Web site."

Good to see some long range planning going on and the Town Huntington is to be commended for the effort.

But like previous planning efforts on Long Island (and elsewhere) we still have not bridged the gap from "static planning" into "dynamic planning (as previously discussed on this site)."

Wouldn't it be productive to have this plan (and other "local" plans across Long Island) be part of a Long Island dynamic meta-plan and as generally available meta-data?

Furthermore, shouldn't the information gathered in the Huntington model be available island- wide for study and possible use in other jurisdictions?

Won't situations change over time? Wouldn't it be helpful to update and analyze all or part of what you are doing in virtual real time, rather than have to start the process from scratch each time?

As we've stated previously, if governmental entities (like the Town of Huntington) , individuals, and organizations had access to easy to use, available analytic tools, methodologies, data structures etc., when one entity creates good work, it links to the "greater entity" (Long Island) so that all may benefit.

More to come ...

Is it true?

One of the overriding benefits of the One Long Island series of projects is the gradual construction of a "self regulating" or "self policing" system of information vetting and analysis.

Sites such as this one are useful, but are still dependent on traditional means of gathering and analyzing information. These practices will continue to be useful, but will not be enough as information becomes (or has already become) more voluminous, more nuanced and available in more and different formats. The human brain needs assistance in analyzing information accurately and quickly.

One Long Island attempts to anticipate Web 3.0 technologies even while we work to get the Island up to Web 2.0 standards.

As we've previously stated, a major impediment to creating sound public policy (in its broadest definition) is the lack of flexible, dynamic systems and standards for gathering, vetting, analyzing and distributing information. This is obviously not just an issue for Long Island, but I believe we have the tools on Long Island to create a model for other regions around the world.

If you want the general public, elected officials and other organizations and leaders to "get on the same page" for the benefit of Long Island, we first must have a way to satisfy most reasonable people that the information they have is accurate and has been fairly analyzed in the most complete possible manner.

Because until we can do this, we will always be behind the curve in creating and implementing innovative public policy for Long Island.

Long Island Internet Public Library: Part One

Based upon this idea and really just another way to conceptualize our Long Island Metadata Portal project.

Although the more I think about it, I suppose a good case could be made for the Long Island Internet Public Library being a sub-component of the Long Island Metadata Portal. Something similar here but I can't quite determine the scope of the project. Might be a useful building block in the overall "One Long Island" project however.

We'll explore that idea in later posts.

Two on the right track

"In a first-time regionwide initiative, five major Long Island philanthropic groups have pledged a half-million dollars to help 12 grassroots organizations improve the quality of life in distressed communities."

Another good idea and a good start towards a "unified theory of regional coordination" we've been promoting with Long Island 3.0 and the Long Island Congress (and even since 1993 with Oyster Bay 2000). We've emailed most if not all of these groups the Long Island Idea Factory blog for a number of months now.  They don't respond, but maybe they read it occasionally.

It is important that "like minded" organizations begin to engage in this type of behavior so that when there is a "multi-disciplinary" approach to addressing Long Island issues, they have already coordinated and analyzed how they wish to approach particular issues. That is not to say that when they are "thrown into the mix" with other "disciplines" their opinions may change and have to be modified, but it is a good start nevertheless.

"The Long Island Regional Planning Board basically has no jurisdiction and authority per se. We do have the bully pulpit. I am, I think, also very skilled in listening to advocates and at conflict resolution, and that's what this is going to take."

Mr. White seems like a bright fellow looking to "coordinate"  land use issues on Long Island for a productive end. He would be well served by "broadening" the pool of talent available to him, whether land use related or not. Different disciplines have different ways of looking at things.  A "fresh eye" on different issues is almost always useful.

Again, the Long Island Congress, Long Island 3.0 concepts allow for the kind of dynamic multi-disciplinary approach required for the "sustainable" long term health of Long Island. 

Just keep connecting "connecting the dots."

Some good lessons in leadership.

Leadership demands the expression of an authentic self. Try to lead like someone else - say, Jack Welch, Richard Branson or Michael Dell - and you will fail. Employees will not follow a CEO who invests little of himself in his leadership behaviours. People want to be led by someone real. Leaders and followers both associate authenticity with sincerity, honesty, and integrity. It is the real thing - the attribute that uniquely defines great leaders.

But while the expression of an authentic self is necessary for great leadership, the concept of authenticity is often misunderstood, not least by leaders themselves. They often assume that authenticity is an innate quality - that a person is either authentic or not. In fact, authenticity is a quality that others must attribute to you. No leader can look into a mirror and say, "I am authentic." A person cannot be authentic on his or her own. Authenticity is largely defined by what other people see in you and, as such, can to a great extent be controlled by you. If authenticity were purely an innate quality, there would be little you could do to manage it and, therefore, little you could do to make yourself more effective as a leader.

The ability to strike a balance, and to preserve one's authenticity in the process, is precisely what distinguishes great leaders from other executives. The challenge of great leadership is exactly that of managing one's authenticity, paradoxical though it sounds. (click for entire article)

More required reading ...

"Second is the forging of new partnerships and strategies of governance beyond just the role of government. This is really important to me because it defines the essence of what public policy's all about. Thirty years ago, public policy was largely about training students and doing research that related to the role of government and in making public policies at the state and national level. The needs then were to make the work of government more rational and more analytical. Today, public policy involves a lot more than government. It involves the non-profit sector. It involves the roles of NGOs (non-governmental organizations), international government organizations, foundations. It involves the private sector playing different kinds of roles and engaging in new ways in the public policy arena."

Use a Scalpel, Not a Sledgehammer

"Warning: Consolidation can save some money (administrative costs), but will not make big change in tax situation. In past few months, studies in Michigan, Ohio, New Jersey, other states have disappointed many by finding that school districts consolidations won't save big bucks. It's about service, decision-making, rationale planning. Special districts are service districts. Start there. "

Interesting history of special districts above (click for entire article) and well worth reading. Good information here as well.

I had the pleasure of watching the Glenwood Fire Company's 100th Anniversary Parade this past Saturday in my hometown of Glen Head. Many of the local fire departments were present.

Although I know many of the volunteers from my days as a Town Councilman (I had the pleasure of creating the first or one of the first Fire Advisory Boards to foster cooperation between the town and the fire service) and from growing up in the area, it still gives me a sense of pride in community to see the level of professionalism and sacrifice these folks make on our behalf. There was a large crowd present and they too gave the volunteers a great response.

There is just something special about Long Island and the way it works that we need to be cognisant of before making wholesale changes. It is almost like a great intricate clock filled with moving parts that work in unison to create the heartbeat of our island. Whether it is the fire service or the environment or any of the dozens of other community causes and organizations on our Island, we all share a sense of pride in our communities.

Why do people still want to live on Long Island and continue to move here? I believe most folks know the good far outweighs the bad and they enjoy the sense of a "smaller community" that they have more control over while still having the opportunities that exist within a larger metropolitan area.

Long Island is a unique mix. We can look to other areas of the country and the world for ideas on how we can make Long Island better, but trying to "force" Long Island to become some other region, I think, is ultimately a fool's errand. We have to take what we have, understand what we are and make it work better. That requires a deeper level of analysis and commitment than garden variety comparisons and lists of complaints.

The Community Congress (and now Virtual Community Congress and Long Island Congress) concepts are ideas about how to harness this positive energy for the common good. I also had the pleasure of starting one of the first Marine Education Day educational programs here on Long Island which has now exposed tens of thousands of school children to our environment and how to protect it. This too was part of the Community Congress concept.

I admit to at least a little bias when it comes to our fire companies and volunteers and the the pride residents of Long Island take in their individual communities on all levels. When I was a young man I used to march in bands all over Long Island playing my trumpet and countless Sousa marches in hundreds of community celebrations. You really get a sense of how Long Island ticks at the grass roots level in these unguarded celebratory moments when a community comes together to celebrate itself and its accomplishments.

Do we need to change on Long Island to prepare for a better future? Yes.

Do we also need to preserve the elements that make Long Island a unique and good place to live? Yes.

Can we do both? Absolutely.

All the Long Island 3.0/ Long Island Congress ideas are geared towards a cooperative, productive Long Island. We will always have many "moving parts" on our island, even if the parts change from time to time. If we do not have a methodology to address change in a dynamic way, we will always be "behind the curve" in our decision making capabilities.

Let's be smart about change. Think before we act.

Use a scalpel, not a sledgehammer

What do you think?

Newsday and the Long Island Business News are actively soliciting public input as to what the public believes are the most important issues facing Long Island. This is both an interesting and positive development.

I suspect that what they will find at the end of the day is what they already suspect or know the issues to be; taxes, housing, transportation, energy, real estate development and perhaps open space, job development and a number of other quality of life issues.

Long Island is, right now, a pretty nice place to live for most folks and Newsday and others properly point out that we must start planning now so that it remains in good shape.

Of course Newsday and LI Business are also reacting to the new way people get their information and are, as they should, attempting to stay current. That aside, what they are doing does help create part of the open dynamic we've are striving for in our Long Island 3.0 and New York 3.0 concepts.

Identifying the issues is probably the easy part. Solving them is not.

To solve the issues we need a new approach to public policy. Organizations, of all stripes, must think outside their "silos" and find real approaches to cooperate with one another. We've suggested a number here on LIIF, but as we've also said, Long Island is home to some of the smartest folks on the planet. There are many good, workable ideas out there just waiting for leadership.

If you were an engineer and had a "design flaw" in your project, would you keep trying to get the design to work or would you change your design? Using the same methods for approaching Long Island issues is analogous to a "design flaw." No matter how hard you try the results will never come out the way you want them to be.

Leadership may be political, the media or from a host of other sources. Leadership requires sacrifice not only on those the "leaders" are attempting to motivate, but on the "leaders" as well.

The idea of sacrifice for the common good is essential for long term positive change. It is what got our parents and grandparents through World War II. Big changes require big sacrifice.

People must "buy in " to the change and trust that the information they get is accurate and fairly presented. We've attempted in some past posts to begin to construct a "decision model" for Long Island which is essential in entering a new phase of Long Island's future.

Can we put aside partisan and pre-established opinions and methods of thinking to forge a new Long Island? Time will tell.

I prefer to think we're up to the challenge. How about you?

What do you think?

Another Piece of the Long Island Puzzle

Good article below and well worth reading. Long Island Colleges and Universities must, as we've stated previously, must play an integral role in the creation of any long term public policy solutions and are a major part of the Long Island 3.0 (and New York 3.0) concepts.


"Economic growth, university-style, on Long Island
By Robert A. Scott
Friday, June 8, 2007 (LI Business News)

Imagine a community chamber of commerce that decided to start a strategic planning process for economic development, including the following principles and priorities.
First, they want to recruit an enterprise that would produce a product or service of which everyone could be proud. Second, they want an enterprise whose employees are highly educated and willing to be active in community organizations. Third, they want an enterprise that is respectful of the environment. Fourth, they want an enterprise willing to partner with schools, the civic community and businesses. Fifth, they want an enterprise that would have a significant and positive impact on the local economy through taxes paid and both operating and capital expendures.
On Long Island, that enterprise is higher education. There are 19 colleges and universities here with combined annual budgets totaling over $3.2 billion – that easily translates into a $4 billion economic impact, and this does not count the effects of more than $1 billion in capital investments committed for the next five years.
Nor does it count FICA, federal and state income taxes and other taxes collected. And when one adds in the restaurant, hotel and other expenditures of those who visit campuses during the year (for homecoming, reunions, cultural events, graduations and sports events), the economic impact grows even larger – and we haven’t even mentioned the expenditures of nearly 175,000 students and 38,000 employees.
Universities are teachers, models and partners in economic and community development. We use our intellectual, cultural and capital assets to prepare professionals, managers and artists; to contribute to the quality of life that attracts and sustains businesses; and to create jobs and wealth. This is economic development, university-style: the community developer’s dream partner."

Robert A. Scott is president of Adelphi University in Garden City.

Some additional interesting thoughts:

Newsday 6/8/07 Letters to the Editor

Use Avis site for affordable homesIt is common knowledge through the work of the Long Island Association and the Rauch Foundation's Long Island Index that Nassau and Suffolk counties lack adequate supplies of affordable housing for young professionals and service workers. As a consequence, businesses, schools and colleges find it difficult to recruit those with critical skills. The challenge for the business sector is so severe that we now refer to the "Top 75" public companies, not the "Top 100."Too much of new housing is for those 55 and older with no school-age children. Rental apartments at affordable rates are hard to find.County, state and federal properties no longer used for their public purpose should be zoned, in whole or in part, for multiple-dwelling workforce, or "starter," housing.Now on Old Country Road at the site of the old Avis property in Westbury, we have an opportunity to build housing for young professionals and others who could fill critical job needs and become the consumers and taxpayers Nassau County needs.With some imagination, special zoning and Hempstead support, a new housing development could help revitalize an area that could easily become blighted if attention is not given to our highest priorities.Surely, this must be of interest to the county executive, the Town of Hempstead and Simon Properties, owners of nearby Roosevelt Field Mall.

Robert A. Scott Editor's note: The writer is president of Adelphi University.Garden City

Static Thinking versus Dynamic Thinking

A few more examples of "static" thinking here, here and here. Not bad ideas, just limited.

As we explored in 1993 and more recently here and here among many other posts, the key to change is cooperation and "dynamic interaction."

Change is a continuous process and public officials as well as others need the tools and the correct approach to problem solving to create good, comprehensive public policy.

Reports and commissions are helpful. But if the information is not dynamic, it still may have some result, but it will never be a long term building block for sustainable growth and change.

The LI Regional Planning Board has an interesting proposal here on affordable housing.

Unfortunately we do not yet have a comprehensive method for analyzing all these potentially good ideas as a unified concept. Long Island 3.0 is one possible solution.

New Thinking. Not New Bureaucracy.

" ... the reception of a new paradigm often necessitates a redefinition of the corresponding science. Some old problems may be relegated to another science or declared entirely "unscientific." [e.g. alchemy] Others that were previously non-existent or trivial may, with a new paradigm, become the very archetypes of significant scientific achievement. [e.g., tidology, the study of the tides] The normal-scientific tradition that emerges from a scientific revolution is not only incompatible but often actually incommensurable with that which has gone before. "

Long Island 3.0 (and/or New York 3.0) is as much about how we approach a set of issues as how we ultimately resolve these issues and the methods we use to do so.

As we have stated previously, we need to be open to all relevant new ideas, no matter what the source, and create an environment where these ideas are fully vetted and incorporated into the decision-making processes and organization designs.

Connect the dots ...

"The problems that exist in the world today cannot be solved by the level of thinking that created them." Albert Einstein

Excellent project by Congressman Israel.

Will his project work in a coordinated way with this excellent project from Senator Skelos?

And with these as well?

The Long Island 3.0 project we are proposing could be the "glue" that coordinates these and other projects.

Redux

Another blast from the past.

More good ideas ...

Congressman Bishop has a good idea for issuing public alerts in the event of an unhealthy sewer treatment plant discharge.

All we need to do is add this to the selectable XML Public Alert Feed lists we talked about earlier and this project will have a simple resolution.

When we get the details regarding Deputy Secretary for Homeland Security Mike Balboni's NYS alert project we will attempt to integrate our ideas with his if necessary.

Congressman Bishop's idea and Senator Skelos' Campus Alert idea really all should be interconnected with Mr. Balboni's idea (or vice versa) and other ideas that may be feasible.

As we've said previously, all alert projects (and general public information as well) must, at a minimum, be based on an open architecture with multiple API and available on multiple platforms.

More on building trust ...

Good article on what it takes to build trust and get things done in a "knowledge economy."

Trusting the "process" is essential in building a Long Island 3.0 model.

Long Island Decision Model:Part Two

The above chart, reproduced from this excellent article, helps explain part of the process we need to implement on Long Island to achieve coordinated, cogent public policy.

It isn't 100% on point for our purposes, but it is a model we can work with and modify.

By way of review ...

I've introduced, in varying states of detail, a number of themes on the Long Island Idea Factory over the past few months in an effort to create an extended form model for the Long Island 2.0/3.0 concept. A sort of organization by composition in keeping with our multidisciplinary approach.

I thought it might be time to put together a simple recap of at least some of the main concepts.

Here goes:

1. Long Island data must be unified, flexible and available.

2. A broad range of talent is necessary to achieve a cohesive Long Island identity.

3. Technology and money is available now to achieve a better method of determining public policy.

4. Public policy should be determined by generally accepted standards for analysis.

5. Technology used for public purposes should be held to compatible, flexible standards.

6. Organizations should be permitted autonomy within a unified Long Island "vision."

7. Public technology will change despite efforts (intentional or unintentional) to slow down progress.

8. Public systems must be designed to anticipate rapid change.

9. The barriers between government, media and the public will continue to lessen.

10. The public has the potential to assume a greater ability to inform and govern itself.

11. Agreement on common data and common formulae has the potential to lessen strife among organizations and lead to a better approach to public policy.

Those are some of the main themes we've looked at.

Of course there are other sub-themes contained in the original posts so we'll try to fully develop everything as we go along so that, in the end, we have something that makes sense and is easy on the ear.