Tools ... progress ...

"Long Islanders are gloomy and how they feel about their future is sobering. Clearly without active participation by Long Islanders, the regional economy can’t be expected to grow."

... and without a dynamic system which allows the participation of Long Islanders, from all walks of life, we can not expect the region to grow ....

This is the main thrust of the "One Long Island" series of concepts.

We can't expect a "spontaneous organizational" event to occur. We must give our citizens the tools and a framework within which to utilize these tools.

Then we will see progress.

Good point ...

"The state lists eight industrial development agencies here: the two counties, five towns - Babylon, Brookhaven, Hempstead, Islip and Riverhead - and the City of Glen Cove. But we don't have a unifying force to promote and market the region as a whole, to act as Switzerland, focusing neutrally on the needs of the whole Island. Our eight IDAs do cooperate, but they also compete. They don't harmonize as one voice, repeating loudly: Think of Long Island as a great place to do business.

"If you can get a single one for both counties, you could be a very potent force in economic development circles," says Gerald Gordon, a New York City native who runs the Fairfax County Economic Development Authority in Virginia"

Good point.

What is needed however is a methodology for achieving this "unified" vision.

"One Long Island" is a suggested path for achieving these results.

Citizen Alert Network redux ...

"The Nassau County Legislature unanimously approved a bill Monday creating a Silver Alert system for reporting elderly people who wander away, similar to an Amber Alert system in place for missing children.

"It was an idea that had been percolating in my mind since last year, when an old and dear friend of mine, Hal Doliner, got the car keys and drove off and ended up killing himself in a one-car accident," Legis. Wayne Wink (D-Roslyn) said after the vote.

"We have had too many cases of older people wandering off and winding up in hospitals before they are reunited with their families," Wink said.

The bill requires Nassau County police to establish a registry into which families can put the names of adults with Alzheimer's disease or dementia. Police would send out immediate alerts to the media, hospitals and other police departments if they are reported missing."

Here is another worthwhile program disconnected from other similar (Amber Alert etc) ideas.

If the county (and government in general, Long Island in particular) could establish a "set of flexible standards" as proposed here with the "Citizen Alert Network" along with other One Long Island collaborative ideas, it would be a simple matter for the police department to have this program up immediately upon passage.

Odds and ends ...

Sorry about the sparsity of posts lately. A combination of the summer doldrums and finishing up my new CD.

There never seems to be enough hours in the day.

A couple of things though ...

Congratulations to the Nassau Council of Chambers of Commerce on their new Web 2.0/3.0 project with Karma 411 , General Sentiment and others. I was happy to play a small part in getting that off the ground.

Also, please check out the new Long Island Blog Posts site by Bruce Chamoff's company.

Also I've been formulating and expanding my "dynamic legislation" concept.

I just find it incredible that we can't "normalize" of simplify (simplify, NOT make simplistic) and construct algorithms (fixed and ad hoc) that will allow legislators and the general public to analyze and determine the reasonable outcomes of legislation as a stand alone measure and in concert with existing legislation.

The very idea that local, state and federal bodies are passing legislation without reading it or understanding its impact should frighten even the most cold hearted cynic.

Organizational M Theory: Part II

Just an idea that continues to interest (puzzle) me.

That is applying M Theory to organizational theory and somehow incorporating it in to our "One Long Island" series of concepts.

What interests me currently is the fact that there are multiple "dimensions of spacetime" and that the same set of circumstances may have different outcomes in each of these dimensions.

It reminds me of Long Island, where we have multiple organizations/individuals and groups of organizations/individuals working on the same or similar problems in their own "membranes" and coming up with different results.

That isn't necessarily a bad thing if there is someway to "string" these membranes together to come up with the most effective outcome.

Just something I'm exploring, may or may not lead to anything.

As usual.

"One Long Island" Metachart 3.25.09

Select for larger image.

Getting some of the basics done ...

More well deserved good press on the new Long Island Index mapping project.

I tried to get this done about 15 years ago with my Oyster Bay 2000 concept with varying degrees of success.

Now we need to take this basic concept and expand it to include all the advanced features of our One Long Island project, most specifically the concept of "normalized" meta-data, meta-land use planning map, advanced analytic features (example - Stony Brook Lydia), and the ability to "think" and communicate in more complete, collaborative ways among other proposals.

Hopefully it won't take another 15 years for it to happen.

Current events ...

"The significance of the report, however, is debatable right now.

It doesn't take a genius to figure out that a cap would help, regional consolidation would help, and taming the power of the unions would help. But even now, with the state in a fiscal crisis, Albany can't come to grips with cutting some money out of school aid -- and so great is the power of the status quo that reforms of the underlying causes haven't even been put on the table.

So, Suozzi ends up with a report that identifies the problem, but doesn't really identify a legislative strategy for achieving change against the opposition of NYSUT and the other special interests. And without a strategy, it's all just paper."

"Taking a page from The Great Depression’s playbook, Nassau County on Tuesday unveiled its “New Deal for Nassau,” a program designed to boost government efficiency by cutting down on delays caused by bureaucracy and red tape.

The program, which is in its preliminary, fact-finding stages, is a mission by Legislature Presiding Officer Diane Yatauro and Legis. David Mejias to make it easier for businesses to operate in the county, stimulate the economy and attract new companies, development and jobs."

The two most recent well intentioned acts only serve to point out the continuing difficulty we are having on Long Island coordinating our actions for the "greater good."

There are many fine ideas on Long Island, or in many cases programs and activities in various stages of completion. What is lacking is dynamic collaboration of the type we have been advocating.

Rather than start a "new" program or report, perhaps we should take stock of what we currently have and what has been issued before. Perhaps this information should be "converted" into a dynamic format we've been talking about and analyzed prior to starting a "new mission."

The problem with "new" programs which cover existing problems is that they very rarely take into account the work and information that is available. This is generally not the fault of the proposers of a new project since the information must be made available to them (and us) in the "meta" format we have also been promoting.

The danger with new programs which don't take into account the fine work that has come before it is that we then contribute to the "cycle of stagnation" by never moving beyond the "new, bright and shiny" phase where everyone is excited by the expectation of something new and better. This is the allure of "change." Everyone defines it in their own way because we have no "common language" to help us define what it is we are actually talking about so therefore we never truly make progress on solving our problems.

This is one of the issues the One Long Island series of ideas attempts to address.

"One Long Island" Metachart 5.8.08

(Select for larger image)

Avoiding the Suppression of Progress: Part II

Did you ever notice that the same voices are heard repeatedly?

When we say the same voices, we are primarily speaking about "institutional voices" with a built in large readership or large numbers of viewers or organizational members, not letters or comments to the editor. We are not even talking about the occasional op-ed or the blogosphere. Institutional voices control the flow of information and, as importantly, the frequency with which the information is printed or broadcast.

Whether in the regional newspapers, the local newspapers, major organizations, government, the local cable editorials, guest panelists, guest columnists what have you, we seem to hear the same or similar voices heard almost exclusively.

Why does this happen?

Well certainly, if you have a point of view and you are in control of how information and opinions are released, you are certainly within your rights to proceed in any legal manner you wish. Additionally, most media and large organizations have a financial interest (and maybe a philosophical interest) in "staying alive."

But does this really help achieve progress on Long Island (or elsewhere for that matter)?

To believe it helps achieve progress, you would have to believe in the almost absolute certainty of your opinion, the information you are dispensing and the method(s) you used to arrive at your conclusions.

I believe the suppression of information and access to "institutional media" and other major information outlets prevents long term sustainable progress because it is essentially a violation of the public trust. It contributes to the "cycle of stagnation" by insuring only certain opinions and information is given "legitimate status" based upon potentially limited methodologies.

Without the public trust, long term progress (however defined) is virtually impossible.

This is why we have proposed the Meta-Portal and Citizen Media Network ideas among many others, as part of the One Long Island project. Open communication is vital in building the public trust and creating long term, sustainable progress.

Certainly events like this one are helpful as a part of the process. But, as we stated previously, isn't it really a perpetuation of the old "static" way of doing things?

New thinking needs a new "support system." One Long Island is potentially part of that solution.

More in Part III.

Avoiding the Suppression of Progress: Part One

"I believe there are more instances of the abridgement of freedom of the people by gradual and silent encroachments by those in power than by violent and sudden usurpations." James Madison

Who are the gatekeepers of information and opinion? Media? Government? Large organizations of varying stripes?

Who prevents us or assists us in ensuring that diverse opinions, ideas and information are integrated into the "common dialogue" so that all realistic avenues of progress are debated, analyzed and enacted?

What I find fascinating about the current presidential contests is the continued focus of our fellow citizens on "looking for a leader" who will somehow have the answer to all our questions. No one individual, no matter how bright, can solve all our issues.

At best they can only find people smarter than they are with a broader and more diverse scope of knowledge, give them the tools to work collaboratively with the citizenry to solve problems. One's judgment and ability to formulate collaborative solutions which integrate a wide cross section of the citizenry is, to me, more important than some vague reference to leadership.

In short, what are your ideas and how specifically are going to implement them? We don't expect perfection. We will allow you to change your positions without demagoging the issue. The vast majority of people just want a sincere effort, an honest answer and an opportunity to be heard.

Of course tell us the truth. But, more importantly tell us how you arrived at what you believe the truth to be. It may not always be the best politics. It may not even be winning politics. But it is good for the overall health of the public discourse.

Most people are reasonable, hard working citizens. Most people are tolerant of opposing views. Most people will participate if given the opportunity and believe that their voice, even if it doesn't carry the day, will be heard.

Bottom up generally works better than top down. Smaller more diverse groups working collaboratively are generally better than a monolithic entity dictating policy.

None of this works however without the active participation of you and me.

So who can suppress progress here on Long Island and elsewhere?

With the free flow of information and the tools to empower the public, no one.

Who has the ultimate responsibility to solve problems? We do.

I don't see how there can be a "silent majority" or a silent anything in the future. Maybe even the very near future.

Enough sermonizing.

More in Part Two.

Some thoughts on a new year ....

First of all, let me thank all of you who have made the Long Island Idea Factory site a success beyond anything I'd imagined it could be. We're off to a good start but we have a lot more work to do if any of these ideas are to become a reality.

Secondly, we're entering into an important year as we pick a new President. We'll hear a lot of talk about leadership, legacy and change.

To me, leadership is about ideas and how to work collaboratively to implement those ideas. Leadership is not about "idol worship." Idol worship only makes the population lazy in that we expect our "leaders" to do most of the work for us and, surprise, surprise, we are almost always disappointed in the results.

One of the overriding hopes for our One Long Island series of projects is that we create an environment wherein our leaders play a part in the progress of Long Island, but are not expected to shoulder the whole load. That is an unfair and impracticable burden to place upon anyone in a "representative democracy" and leads to a cycle of disappointment and stagnation.

We all have an important part to play. The key is to play the part at the right time and "in tune." If we can achieve a different and more creative dynamic here on Long Island with all its organizational diversity, there is no reason why our ideas can not be exported to other regions. As we've stated previously, Long Island has some of the best talent on the planet. We just need the tools and mindset to achieve great things.

Legacy is an overused and sometimes embarrassing word. I mean, other than family and close friends, who really cares about an individual legacy? Even then, they look at who you are and how you conduct your life rather than what you've "accomplished."

You live in the moment, plan for the future, continually seek knowledge and do the best job you know how. Metaphorically speaking, to have a pigeon use your statue as a lavatory 100 years from now is sort of irrelevant to the process of making a better life for your fellow Long Islanders. Do good work and move on.

If what you've done has helped in some way, great. That's really all you should expect out of it. Concern about individual legacy often times leads to poor decision-making based upon personal expediency rather than the long term common good.

The dust bin of history is littered with those who thought they would be immortal.

Change comes from good ideas, good organization and collaboration. It is easy to work with someone when you agree with them. It is obviously more difficult to work together when you disagree.

I always make it a point to try to find a way to build bridges with whomever I meet. Believe me, sometimes it would be much easier not to try!

But in the interest of being honest with myself and putting my words into practice, it is essential to make the effort.

So, I hope everyone out there has a happy and healthy New Year. I look forward to continuing the progress we've started and more importantly I look forward to meeting new people with new ideas who want to work collaboratively for a better Long Island and a better America.

Random thoughts on a Tuesday ...

How about a Long Island Association of Special Districts similar to this, this, this, and this among others?

Clearly many folks across the nation like the smaller structure of local government, not just those of us on Long Island. Giving a "super structure" to the many various districts that allows them to remain autonomous but act collaboratively and more effectively may be what becomes the most efficient way of handling the current situation.

I was watching a local talk show this past Saturday when someone mentioned the Tom Friedman book, The World is Flat (which I read over this past summer). The host was talking about the value of being a "generalist" and how a traditional liberal arts education may now be in demand once again.

I agree up to a point. Yes it is good to be well rounded and well read. Yes we need folks who understand how to "synthesize" diverse elements and bring them together for a common purpose. But we need more.

We need people trained to think broadly with more than a liberal arts education. Students must be taught how to actually facilitate the synthesis. This is one of the foundational points of our proposed "Long Island School of Meta-Interdisciplinary Studies."

Yes, think broadly and creatively, but direct it towards, or at least reference real projects that have an impact in your sphere of interest.

How about a Long Island Service Oriented Architecture Project? Thanks to John Murcott of 411Karma for the tip.

Friday random thoughts ...

Another way to look at the "One Long Island" project is as a creative enterprise or "ensemble."

Much as a great jazz orchestra or combo creates "individual freedom of expression" within a flexible "structure" of some type, we may look at our project in the same way.

We spoke in previous posts about how creating a dynamic Long Island also creates an "inter-organizational/individual rhythm" that helps to prevent "stagnation" of thought and action on Long Island.

We may have multiple organizations and individuals from different disciplines "playing in the same orchestra" at the same time or in sections or varied subgroups and at times soloing while the group supports their effort. The point is that organizations and individuals must sometimes sublimate their own desires for the success of the "composition."

One Long Island will have many composers and many opportunities for individual creativity in what can become the "Grand Long Island Composition."

This weekend listen to some Charles Mingus, Ornette Coleman, Thelonious Monk, or any great jazz composer and musician and listen to how the parts work together. It's actually good practice for learning to understand any new approach whether musical, verbal or written. The idea's the thing.

As I stated previously, we need people from all disciplines to form a "complete picture" of a new and dynamic Long Island, and learning to think abstractly and about things that you would not normally come into contact with are major components in learning how to create a collaborative environment.

Oh and by the way if you normally do listen to Mingus, Monk etc, try listening to Hank Williams of George Jones or ...

... the point is listen or read or do something (positive) you wouldn't normally do.

Be creative. Think differently. Challenge yourself and those around you in a positive, productive manner. Remove barriers ... I'm starting to sound a little like a motivational speaker at a mandatory seminar ... I'll stop now. You get the idea.

Long Island needs many creative minds and mass collaborative action to be successful.

Monday we get back to some more specific recommendations and yes, sad to say for some of you, additional graphics.

I'm attempting as many different approaches as possible to convey the "One Long Island" series of concepts to as many different folks as I can. Some hit the mark, some do not.

Suggestions are always welcome.

More helpful information ...

Developing a common language:

Having a common language to talk about the business can be very helpful in creating organizational alignment. “Some of the initiatives I’ve been involved with have taken three years to implement. What I’m seeing is impatience.They want to see the ROI right away and I understand that but they are not putting in the infrastructure for sustainment. So as soon as the project team walks away then the inspection goes away.” For one organization, this was achieved by putting a large number of employees through National Quality Institute training. This happened in parallel with a major change initiative led by a project team. “Now, three years later, we have health and safety consultants talking about the revenue implications of dealing with the client…. They are focused now and speaking the same language. It’s been a fairly effective combination of the formalized training through a structured program and having a pushy team …overcoming any obstacles. Because there was definitely strong resistance from certain quarters within the organization.”

"Robert Rhouda, of the University of St. Thomas in Minneapolis, Minnesota, provides a specific, itemized definition of large-scale interventions for organizational change, in his paper, Background and Theory for Large Scale Organizational Change. According to Rhouda, "The major features of large-scale, real-time change management process include:
the theory-base uses less action research and discrepancy theory, and focuses on application of systems theory the data base source is no longer internal to the organization, but now involves both the organization and its environment (an open-systems approach)
the data base, which formerly had limited availability, is now widely shared throughout the organization time: what was formerly a slow "waterfall" process is now a fast, quick response which results in immediate action taking place learning moves from the individual or unit to the whole organization the responsibility and accountability moves from senior management to a mixture of senior management plus the whole system
the consultant role, formerly reserved for data collection and feedback, now also includes structures and facilities for data analysis and action planning the change process moves from incremental change to fundamental, organization-wide change"

Long Island Meta-Accelerator Project: Part One

We've posted previously about how the Long Island 3.0 concepts have the potential to turn Long Island into one unified "accelerator" project.

Sort of like this only not just limited to business issues. Ours would be more all encompassing; a "meta-accelerator. "

Why can't we use our collective abilities to "make a profit" for Long Island. Use it to lower taxes. Attract business. Initiate and implement new ideas. More in part two.

As a side note, perhaps the reason there are so many different and diverse organizations (of all types) on Long Island is precisely because we have never had any method for "bringing it all together" before ... a self fulfilling prophesy of sorts. Different and diverse organizations are a good thing, so long as they are working towards a common, dynamic and organized mission. Hopefully Long Island 3.0 can, over time, help solve this riddle and promote diversity and innovation directed toward a common purpose.

Why is a "dynamic" Long Island important?

Why is a "dynamic" Long Island important?

As we've stated in previous posts a "dynamic" Long Island is, in effect, a Long Island in perpetual motion. There is no "down time" for stagnation and negativism to creep in and stop progress (whatever form this progress eventually becomes is a by-product of the collaboration Long Island 3.0 encourages).

We use the term Long Island 3.0 to encompass all the different ideas we promote on this site including the Long Island Congress, the Virtual Long Island Constitution , Citizen Media Network etc. Long Island 3.0 is not only a series of proposals, but hopefully a way to point to a "Long Island Philosophy" of sorts. A new and pragmatic way to think about Long Island and its future and to hopefully encourage the positive change we require.

Additionally, and as we've stated previously, there are many good people and good organizations striving to make Long Island a better place. The issue more often than not seems to boil down to the loss of momentum. Many good ideas and programs "die on the vine" for a lack of momentum.

Long Island 3.0 counteracts this loss of momentum by establishing flexible standards (technical and otherwise) which create the "dynamism" Long Island requires to forge a new identity for this century and beyond.

Long Island "Super Cruncher"

This article helps to explain a part of what Long Island 3.0 is about.

We advocate using new technology to come to rational, fact based public policy (and as part of an overall Long Island "Common Language" Project we had discussed earlier which will also facilitate communication and positive outcomes.).

In the article the author envisions "the replacement of expertise and intuition by objective, data-based decision making, made possible by a virtually inexhaustible supply of inexpensive information."

I think this author is a bit severe. Rather than replacing "expertise and intuition" I would instead say we are replacing misinformation and intransigence which lead to stagnation.

The bottom line is that the technology is here today and it is readily available. Let's use it for the common good of Long Island.

A Common Data Architecture for Long Island

We've discussed previously on multiple posts the need to share data on Long Island (and to import relevant data from outside Long Island) and to analyze all in a rigorous and coordinated manner.

One possible method for attempting to gather and organize all relevant Long Island data is perhaps to develop universal or standard Long Island Metadata tags.

Another is to create a completely unique Long Island data architecture model which nevertheless is open and compatible with other data sources.

Then we ("Long Island 3.0") must partner with a flexible company or series of flexible companies in designing the proper methodology for vetting, accessing and analyzing this data (metadata) so that we arrive at a reasonable series of policy choices from which to decide.

While this may seem to be a monumental task, it is possible to accomplish this all in a reasonably short period of time.

All we need is leadership, focus and cooperation. The money, intelligence and organization is already in place to achieve the task at hand.

Using a Common Language to Promote Effective Solutions

You may have noticed a small orange box with the letters XML or RSS appearing with greater frequency on your favorite websites.

XML (Extensible Markup Language) or RSS (Version 2.0/Real Simple Syndication) allows a website to automatically send information to you as soon as the website is updated. It eliminates the need for you to continually check your favorite websites for new information.

Although XML/RSS has been available for some time now, it has now become a mature and easily implemented technology. Now is a perfect time for legislation requiring that New York State and all political subdivisions in New York State make available, at a minimum, emergency information via XML/RSS and to assist organizations working for the public good such as Parents for Megan’s Law, Island Harvest, Long Island Index and many others in upgrading their websites to include XML/RSS.

Some of the benefits to implementing XML/RSS include: 1. Low cost to install, 2. Easy to implement, flexible standard, 3. Facilitates information sharing and distribution, 4. Allows greater public access while maintaining necessary security, 5. Assists in the distribution of Amber Alerts, Megan’s Law Alerts, Homeland Security information, weather alerts, school closings, etc., 6. Will make NYS a leader in the field, 7. Will assist in helping NYS affiliate agencies and community organizations in developing a uniform, coordinated communication standard, 8. Uses the existing public internet, more secure that e-mail; not subject to spammers, 9. Can be easily be linked to other forms of communication including mobile communication devices and software, 10. Great availability of free software to read XML/RSS information; some even allow the user to set their own alerts, 11. Can be adopted as part of a state and national standard for emergency communication.

While this list is by no means complete, it will give you some idea of why it is important to adopt XML/RSS as a New York State standard and as part of an overall strategy for the distribution of important public information.

Most importantly, it will give government, community organizations and the general public the ability to communicate utilizing a "common language," which is a reasonable first step in formulating a sustainable interchange of ideas and concepts which lead to positive action.

Information changes quickly. It must be organized, analyzed and be made available to those in decision making positions to be of real value. XML based data will ensure all parties speak the same "language" and that they proceed from the same set of assumptions.

XML based data utilizing shared analytical tools on a common platform will lead to quicker, more accurate decision making and greater clarity of thought in arriving at decisions which impact the public. Additionally, it will foster better inter-governmental cooperation and, where appropriate, governmental consolidation and the elimination of duplicative services.

Static reports and periodic conferences are important tools, but they do not create the dynamic interchange of information needed to effect lasting, positive improvement. XML based information will lead to virtual real time analysis of issues and information and will encourage greater participation by all segments the public, including the business and non-profit sectors.

Greater diversity of thought with a willingness towards reasonable compromise utilizing shared dynamic and relevent information should produce a better public environment on all levels.

With minor expense to the State and some additional public education all the benefits of XML/RSS, important public information will be available to everyone in a timely and effective manner.

First published March 2006.

For additional information on XML/RSS please go to: http://www.mnot.net/rss/tutorial/, http://xml.gov/, http://www.firstgov.gov/Topics/Reference_Shelf/Libraries/RSS_Library.shtml, http://www.nytimes.com/2006/04/05/technology/techspecial4/05lego.html?pagewanted=2 ,http://www.search.state.ny.us/search?sort=date%3AD%3AL%3Ad1&output=xml_no_dtd&ie=UTF-8&oe=UTF-8&client=oft_frontend&proxystylesheet=oft_frontend&site=oft_public_collection&q=xmlAL%3Ad1&output=xml_no_dtd&ie=UTF-8&oe=UTF-8&client=oft_frontend&proxystylesheet=oft_frontend&site=oft_public_collection&q=xml