Dynamic Legislative Process: Part Two

Additionally, part of the success of any legislation and especially an "economic stimulus" is to see how the general pubic will react and the level of understanding of the legislative impact.

If public confident then x outcome ...
If public somewhat confident then y outcome ...
If public skeptical then z outcome ...

Stony Brook University has a program called the Lydia Project which can do this quite well.

More in Part Three.

Dynamic Legislative Process: Part One

OK, so with all the commotion about the new stimulus package, I got to thinking.

How can we take some of the "One Long Island" concepts and apply them to a "dynamic" legislative process?

Not only for the federal government, but for state and local entities as well.

The above diagram is just a quick first draft.

More in Part Two.

When do we become embarrassed?

"Reid, Pelosi: Bad jobs on transparency
There's still no comprehensive list of components of the $789 billion stimulus that actually adds up to $789 billion. Which is not a great job by Pelosi and Reid. Here is something that was leaked, but even on this one we can't make it add up to $789 billion."

This just happened to be the story of the day, but it really is emblematic of the greater problem. It certainly is not the exclusive domain of Ms. Pelosi and Mr. Reid.

At what point do we the public and our elected representatives, become embarrassed at not knowing relevant information? At not understanding the consequences of our actions?

When do we become embarrassed enough to do something about breaking the cycle of stagnation we are in?

Do we enjoy being ignorant?

Of course not.

Can we make better more informed decisions?

Of course.

This is one of the main premises of the One Long Island Program (which could be the One (you-fill-in- the blank) Program).

We want to be better. We want to be more informed. We want to work collaboratively and directly, not through surrogates.

We just need the tools to do so.

Good start to an idea ...

Here is an idea by the New York State Attorney General's office that is gaining some notoriety lately.

It approaches the idea of lowering taxes by eliminating some government and giving the taxpayers an easier route to the referendum process (or it seems to give the county executive the power to call for a mandatory referendum, because allowing the county executive to unilaterally consolidate would run contrary to the idea of the referendum process. Additionally allowing "the entire county" to vote on the fate of particular villages, towns or districts or to have a sort of "general vote" on the idea of consolidation would also not allow enough specificity as to the structural requirements of consolidation and all of its consequences but would instead lend itself to demagoguery and political grandstanding).

First, the idea has merit, if only as a starting place for a real, comprehensive discussion.

If we eliminate some forms government, the work still must get done (unless we are willing to reduce services), so what will be the cost of the new entity doing the same work and what will be the short term and long term savings if any?

What are the best practices of existing forms of government (in New York or elsewhere) and how do we implement them state-wide?

What forms of government are involved? Counties, towns, school districts or just special districts and villages? How do we reform the larger entities where presumably the new duties will be going and where most of the tax dollars go presently?

Why not have regularly scheduled referenda (see Referendum Cycles on this site)? Every 3 to 5 years. Why make taxpayers have to gather signatures at all?

How does the Attorney General's idea mesh with past or current studies on the same, similar or interrelated subjects?

To us the idea of 10,000 governmental entities sounds like a big number, and perhaps it is. But in reality it is not a big technical job to catalog and analyze this "group." In fact that should be our first step prior to any legislation.

As we've said previously, a big problem in New York and elsewhere is the lack of a "common language." I won't bore you with the details as I've bored some of you in excruciating detail on this very subject over the 300 or so posts.

How can we make intelligent choices without trusted, verified and dynamic information?

Maybe the Attorney General already has it 100% correct.

The sad part is that we'll never know.

We should know.

We should demand to know.

Cycle of Stagnation Redux

Part of the current problem, as I see it anyway, with the current fiscal "crisis" on both the national (international) scene and the local scene is that the "public" does not have the "tools" it needs to help prevent crisis situations and therefore feels powerless, confused, frustrated and angry when then presented with a take it or else solution.

It may even be said that those who we elect to govern us do not have the proper tools at their disposal either. Blaming others is easy. Fixing problems is hard work.

We will assume for the moment that "those in power" actually want the tools to see what reality looks like.

Now a cynic may say that this is all part of the grand design. After all what fun would there be legislating if the general public had access to the same information and analytical tools as those who were elected. What fun would there be in the media losing its place and power as the "fourth estate" if the public could inform itself.

To be even more cynical, there are those who would suggest that the public doesn't really want the ability to govern itself, because it is too much work and we like to have people to blame when things go wrong.

I don't subscribe to that way of thinking.

So the current "fiscal" crisis in just the latest manifestation of the "cycle of stagnation" we've spoken about earlier on this site.

Is there too much government or is the government we have just ineffective? Isn't having a lot of well run local government (home rule) accountable to the public and working in a collaborative manner better than less government, but larger more ineffectual government? Can you even have large effective government?

Here on Long Island, as elsewhere, we a experiencing the pain of "change" and here, like elsewhere, we have not, for the most part, prepared properly for what needs to be done.

The greatest tragedy of the current dilemma is not that we have to go through it and make, perhaps, bad decisions based on the lack of a clear understanding of the "meta-dimensional" aspects of our very existence.

No, the greatest tragedy would be repeat this "cycle of stagnation" and not take comprehensive steps to change the way we govern ourselves and thus condemn future generations to this "old and outdated thinking."

One Long Island is an attempt at this "re-ordering."

"The universe is transformation; our life is what our thoughts make it."

Back to the future ...

Two interesting stories in the Long Island Business News today. One on schools and one on making progress changing Long Island's future.

Both make good observations and all involved are well intentioned, bright people.

What is lacking is a methodology for bringing this about.

This is one of the central points of this site since its inception and the impetus behind the One Long Island design which is over 300 pages of ideas and counting.

One Long Island is a methodology for collaborative, sustainable positive change. Furthermore it is dynamic, allowing for the exchange and analysis of diverse views and a way to reach common ground.

Needless to say, I left comments on both sites directing them here.

Maybe someone will call.

New Buckram Road website ....

Here's the new Buckram Road website with streaming, full length music.

I hope to have Buckram Road II finished by the spring but will post new music as I complete it here first, prior to releasing the new CD.

Thanks to those of you who listened to the first CD and sent in the kind words.

Music helps keep me somewhat sane.

Dynamic Diversity: Part I

We've spoke previously about the need to have a "dynamic" rather than "static" structure in place with regard to the implementation of sustainable change.

We've also visited the idea of "recycling" in the context of keeping programs, organizations, information and ideas current.

Additionally, we've promoted the diversity of ideas as the key component in a health democracy.

These ideas are obviously related as are many of the ideas of "One Long Island." But One Long Island can also be seen as a "universal" concept, applicable to almost any community or region.

The new administration in Washington appears to want to utilize the prodigious web based organization it developed during the campaign to help keep folks informed, to exchange information and to promote volunteer activities in the various communities. Both are good ideas.

What is equally important, and what is the basis of One Long Island, is the ability of the citizens to govern themselves. If the new administration is going to assist the citizens in governing themselves for productive purposes then that is a good and worthwhile endeavor.

If however, the purpose is to allow the citizens to govern themselves only in certain ways and not others, then this is a non-productive approach.

The goal must be diversity. A dynamic diversity.

If the idea is to "plant the seeds" of collaborative self governance and to create many interlocking "micro-meta" environments, then this is a positive development.

Dynamic diversity, collaborative self governance, these are some of the principles that will lead to a national renewal. They may take a little longer to establish, but in the long run we'll all be better off for it.

More in Part II.

Think big for 2009 ...

Happy New Year.

Let's think big for 2009.

More Long Island Idea Factory ideas coming soon, although we're well over 300 pages or so of ideas right now. Maybe its time to turn it into a book ... mmmmmmmm?

Also working on Buckram Road II scheduled for an April/May 2009 release. Thanks to all of you who have sent me kind word on Buckram Road I.

So much to do, so little time.

We'll try to get at least few "One Long Island" projects done in 2009.

Thanks again for all your help and support.

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.

Outcome Based Meta Action: Part One

Part of the current dilemma on Long Island, and elsewhere, is the lack of clarity an action or actions will have on the status quo.

Will it solve the problem? Will it create additional problems?

The above simple graphic is an attempt to illustrate a small part the rational, collaborative approach we are advocating with One Long Island.

More in Part Two.

Interesting proposal ...

Here is a another proposal for the consolidation of governmental entities in New York State.

It will be interesting to see the details. On first blush the referendum reform seems well thought out. Yes there should be uniform, more simple rules for public referendum (as we've advocated in our Referendum Cycles, Virtual Constitution, Best Practices Wiki sections among many others). Allowing counties to "forcibly" consolidate districts however seems counter to the idea of a streamlined referendum process, although I may be misreading the intent of the proposal.

Less clear on the press release is the methodology for determining the validity and the efficiency of districts, towns, villages etc although I'm sure that will be forthcoming.

Just because there are a lot of districts doesn't necessarily mean they are a bad thing or not well managed. Well coordinated small units can be as effective or more effective than larger units and "corruption" and "inefficiency" is part of the human condition against which we must always be vigilant, it is not the sole domain of one form of government (or any organization for that matter) over another. Increased collaboration and coordination among all branches of government should always be our goal.

Lastly, it would be interesting to see this current proposal integrated into all of the other ideas for comprehensive change in New York, from all quarters and to take the best parts of each so that we may move forward in unison and with a common purpose.

I'm afraid however, that until we have the access to information and fair and complete analysis of the type we've been proposing (for the last 15 years or so and more vigorously for the past couple of years) large scale sustainable change may be rather difficult since there will always be a trust issue to overcome.

Is what we are being told true and are we getting all the information we need to make a rational judgment?

Climate Change initiatives ...

I read with interest the ongoing "Climate Communities" project of which Nassau County is a part and on Monday had the pleasure of hearing the Governor of New York address a gathering of the Long Island association.

Once again I was struck at how many good things people are doing and saying in all of the various disciplines, and also sadly, how truly disorganized we are.

The Governor spoke of the need to "reorganize" New York State for greater efficiency. This is certainly a good approach. He also spoke of the difficulty of getting everyone on the "same page" so to speak and the urgency of doing so. Also good.

SO above we have an partial example of a symbiotic relationship between one of the things the Governor wishes to do, that is allow SUNY and other universites the freedom to become a larger part of the economic engine of New York and to help drive innovation and job creation and the worthwhile Climate Communities project.

Free SUNY and make it easier for them to engage in business arrangements with local government. Streamline the ability of SUNY and local government to do joint projects and make application to the Federal Government for real world projects. Integrate what they are doing with the new Long Island Master Plan. Establish Green Accelerators across the state. Innovate with programs like "Better Place."

Where is the money you may ask? There is more than ample money in the system if it is organized properly and allocated effectively to at least get the ball rolling. More important is the need to free SUNY and others to be entrepreneurial and to cut the red tape.

We can not be so afraid of potential "corruption" that we paralyze our ability to be successful.

Apparently New York State is close to 15 Billion in the hole according to the Governor. Now is the time for bold new thinking and yes, some risk taking.

Playing it safe has only lead to stagnation in New York.

If "change" and reform is on the menu, we should leave no stone unturned in making comprehensive sustainable progress in addressing New York's and Long Island's future.

It is time for collaborative meta-leadership.

Making decisions with incomplete data ...

We've spoken ad nauseum about the need for accurate meta-data and a methodology for analyzing and implementing good public policy based upon same.

Bad public policy is created often in times of crisis (as now with the world financial crisis) when everyone is under pressure to just "do something." Worse, there are folks who use this time to push through pet projects or create legislation out of the existing fear in the populous.

But what effect do our actions have? How does one action affect another in the harsh light of reason?

Do we know? Do we want to know?

No, we don't currently know and yes, I believe most folks want to know so they can make a reasoned judgment.

Can we know? Of course. Certainly on Long Island and in New York we can.

All of the One Long Island series of "modular" proposals are based in real and workable solutions to our problems. They just require a little creative, analytical thought rather than the sometimes "knee jerk" reaction we have to addressing the issues of the day.

Good public policy requires most of all, an accurately informed, engaged public.

One Long Island is an attempt to create a platform to do just that.

Long Island Organizational M - Theory: Part One

"In theoretical physics, M-theory is a new limit of string theory in which 11 dimensions of spacetime may be identified. Because the dimensionality exceeds the dimensionality of five superstring theories in 10 dimensions, it was originally believed that the 11-dimensional theory is more fundamental and unifies all string theories (and supersedes them). However, in a more modern understanding, it is another, sixth possible description of physics of the full theory that is still called "string theory." Though a full description of the theory is not yet known, the low-entropy dynamics are known to be supergravity interacting with 2- and 5-dimensional membranes."

I was watching a show last night on "M-Theory" and for some reason I found the subject both fascinating and useful for "One Long Island."

Will elaborate later as time permits...

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.

An emerging Long Island Philosophy: Part One

Buckram Road CD released ...

Available on CD Baby.

Change is here ...

The results of the current New York State elections have brought into clearer focus the need for a different approach to problem solving and organization on Long Island.

The old adage "to the victor belong the spoils" is one Long Islanders must be more acutely aware of more than ever. In a time of diminishing resources and a political power shift towards New York City and its boroughs, Long Island stands to lose whatever power it currently holds.

Elected officials generally will take the course of least resistance, and for New York elected officials, its easier to help their own constituents than to worry about the "big picture" and Long Island in particular.

Shouldn't then Long Island elected officials (in this particular case the NYS Senate) be looking to form a coalition (political and/or otherwise) on Long Island and with upstate officials so that the balance of power between urban, suburban and rural interests in maintained? Is the model of the NYS Assembly and the accumulation of power in the boroughs of New York City a harbinger of the future?

Maybe, maybe not. But why risk the future of Long Island's interests until we are certain of a fair and balanced approach to governance in New York State? It is simply illogical to give away power and influence when you don't have to and before you have a verifiable scheme in place to replace the one you have, as imperfect as it may be. That would be simply like "re-arranging the deck chairs on the Titanic."

Take a comprehensive approach to solving the problems and the inequities in the current system, don't just shift power so that some problems get solved and others become more pronounced, perhaps to devastating effect on large numbers of Long Island, suburban and rural residents. Yes NYC is vitally important to the economic well being of our state. But we should not put all our efforts into NYC to the exclusion of other existing and potential economic engines across the state.

Because of Long Island's fragmented nature, it is somewhat easy to pit one constituency against another whether using political means or other devices. Long Island is ripe for a divide and conquer strategy.

By withholding (intentionally or unintentionally) information from the public or otherwise making it difficulty for the public to get a "clear picture" of the reality of our circumstances and leads to extreme partisanship and demagoguery, neither of which is healthy for Long Island's long term health and well being.

It is also clear that until there is a "unified"approach to solving state-wide issues (and national issues for that matter) Long Island will need to fortify itself against the coming storm. We must create an environment that will inoculate ourselves from extreme changes to our environment and give us the flexibility to adjust quickly and naturally based upon logic and reason within a dynamic environment.

The "One Long Island" series of ideas, while appearing to be only an abstraction are, in fact, based in reality and on concepts we can accomplish immediately.

As we've stated before trust is the key and there can not be trust without verifiable information and objective analysis within a collaborative, dynamic environment.

It will take time, but the the results will promote real change based upon a "bottom up" collaborative approach to problem solving.

No one leader can "save us." No "one idea" can solve all our issues. No "one group" can or should determine our future.

We must change the dynamic on Long Island and subscribe to a shared Long Island Philosophy which is based in a pragmatic approach wit in a flexible, dynamic environment if do not wish to fall prey to other regions in the state or the nation.

A strong Long Island can be a model for the nation on how to create a new regional dynamic that can work with other regions yet allow independent, creative dynamism within our own region to continually reshape and reorganize how we operate and how we address any new challenge we may encounter.

“What seems different and noteworthy about the I.B.M. approach is its sweeping comprehensiveness and message,” said Rosabeth Moss Kanter, a professor at the Harvard Business School. “Putting the pieces together under one inclusive and rather bold label can stimulate discussion and innovation.”

"One Long Island" Metachart: 11.5.08