Archive for To Ponder

Take control of the development process

// February 21st, 2010 // No Comments » // To Ponder

Guest Post by
Rickey Hayes
Retail Attractions, LLC

I grew up in a community surrounded by crops and fields that depended on an agricultural economy. Anyone can plant a seed and rely on circumstance and Mother Nature to produce a harvest, but prudent farmers leave as little to chance as possible. If you want a sure harvest, the wise thing to do is build a greenhouse and create the optimal environment for growth and development.

In the retail world, wise cities are working to create that same “greenhouse environment” for their retail marketplace. As with farming, controlling as much of the process as possible will increase the odds of success. Ensuring the development process is as uncomplicated and trouble-free as possible is potentially worth millions of dollars to cities seeking retail investment. I am sure there are exceptions to this statement, but in almost every circumstance I have experienced in dozens of communities, it is my conviction that a city needs to be in control of its own economic development and retail recruiting efforts. Chambers of Commerce and other economic development organizations can help, but it is the city government that must control the process.

One key reason why the city must control the development process is because the city (or public trust empowered and managed by the municipality) controls public infrastructure including transportation, water, storm water, and sanitary sewer systems. Public infrastructure has a direct impact on development costs and timing, and ultimately the success or potential failure of a development deal may hinge on the public infrastructure. A proactive city looking to grow will maintain an infrastructure that can support growth and have a long-term plan for their future infrastructure.

Part of controlling the development process is anticipating problems and eliminating them before they become an issue. In this very competitive time, cities need to have as many of the potential development problems taken care of in advance as possible. Communities need to do everything in their power to make the development process as painless and efficient as possible. A rogue building inspector or fire marshal can impair development or delay it enough to actually kill a retail deal.

The typical development process including zoning, platting, and site plan review can move painfully slow in good economic times. The old adage “time is money” is true. Delays, unexpected fees, and arbitrary or changing requirements or standards can kill a potential deal just as quickly as financing issues or site problems. Government at all levels has the reputation for being slow and difficult, and communities need to examine their development processes and make absolutely sure any and every foreseeable problem is identified and remedied before the action begins. No reputable development group is going to try and get by codes, life safety issues, or development standards. But when a city is bureaucratic and unwilling to partner with a retailer or a development group to solve an issue or a think of a solution to the inevitable problems that arise in the complex world of retail development, even the easy deals can break down and progress slow to a crawl or stops completely.

Rickey Hayes is the principal of Retail Attractions, LLC, a firm dedicated to helping cities and developers successfully find retail sites, close deals and improve the quality of life for our client cities.

OpenGov in Oklahoma

// February 12th, 2010 // 12 Comments » // To Ponder

Some of you may already know that for a while I have been serving on the Oklahoma Technology Review Board.  The board has several functions but will probably be taking on several more responsibilities in the future.  One of the pleasures of working at the capitol to make the State of Oklahoma more efficient and transparent is I get to work with great legislators like Rep. Jason Murphey.    Representative Murphey has written several good pieces of legislation that promote open government and more accountability.  This year is no exception.   Most of what you see here is last year’s bill, but this year Murphey has made some additions.  We talked a lot about the need for API or data streams that are developer-friendly.  In addition, the bill includes the CIO creating a data.ok.gov site where these data feeds can be hosted.  Exciting stuff!

We wanted to share this around because we both feel strongly in the need for feedback.  Please, read the bill and let us know what your thoughts are.  The new language has been underlined.

COMMITTEE AMENDMENT

HOUSE OF REPRESENTATIVES

State of Oklahoma

SPEAKER:

CHAIR:

I move to amend HB2318

Of the printed Bill

Page Section Lines

Of the Engrossed Bill

By striking the Title, the Enacting Clause, the entire bill, and by inserting in lieu thereof the following language:

STATE OF OKLAHOMA

2nd Session of the 52nd Legislature (2010)

PROPOSED COMMITTEE

SUBSTITUTE

FOR

HOUSE BILL NO. 2318 By: Murphey

PROPOSED COMMITTEE SUBSTITUTE

<StartFT>An Act relating to modernization of technology; authorizing State Board of Health to modify certain provisions by administrative rule; amending 62 O.S. 2001, Section 41.5s, as renumbered by Section 64, Chapter 441, O.S.L. 2009, and as last amended by Section 16, Chapter 451, O.S.L. 2009 (62 O.S. Supp. 2009, Section 34.27), which relates to the State Governmental Technology Applications Review Board; modifying duties and responsibilities of Board; amending Section 2, Chapter 451, O.S.L. 2009, as renumbered by Section 24, Chapter 451, O.S.L. 2009 (62 O.S. Supp. 2009, Section 34.11.1), which relates to the Chief Information Officer; prescribing requirements related to raw data feeds; requiring public access through designated web portal; requiring standardized social media policy; prescribing requirements related to policy; imposing requirements upon state agencies, boards, commissions and certain public trusts with respect to directives from the Chief Information Officer; providing for codification; providing an effective date; and declaring an emergency. <EndFT>

BE IT ENACTED BY THE PEOPLE OF THE STATE OF OKLAHOMA:

SECTION .     NEW LAW     A new section of law to be codified in the Oklahoma Statutes as Section Section No.> <1-106.4> of Title Title No.> <63>, unless there is created a duplication in numbering, reads as follows:

Notwithstanding other statutory provisions to the contrary, the State Board of Health may modify by rule a license or permit application statute now in effect that prevents the Oklahoma State Department of Health from implementing web-based application services as required by 62 O.S. Section 41.5, provided that the rule shall not create a significant risk to the integrity of the license or permit.

SECTION .     AMENDATORY Title No.> <62> O.S. 2001, Section Section No.> <41.5s>, as renumbered by Section Section No.> <64>, Chapter Chapter No.> <441>, O.S.L. 20Year> <09,> and as Last? (Add Space If Last; No Space If Not Last)> <last >amended by Section Section No.> <16>, Chapter Chapter No.> <451>, O.S.L. 20Year> <09> (Title No.> <62> O.S. Supp. 2009, Section Section No.> <34.27>), is amended to read as follows:

Section Section No.> <34.27> A.  There is hereby established the State Governmental Technology Applications Review Board.  The Board shall review and make recommendations to the Information Services Division of the Office of State Finance concerning state governmental Internet-based electronic or online transactions or applications being provided by state agencies, boards, commissions, or authorities for use by the public, provide oversight for implementation of the plan of action developed by the Chief Information Officer and advise the Chief Information Officer.

B.  The State Governmental Technology Applications Review Board shall be composed of the following members:

1.  The Director of State Finance or a designee;

2.  Four representatives from different state agencies, boards, commissions, or authorities to be appointed by the Governor;

3.   Two members who are not state government employees to be appointed by the Speaker of the House of Representatives; and

4.   Two members who are not state government employees to be appointed by the President Pro Tempore of the Senate.

C.  Members of the Board shall serve for terms of two (2) years.  The Board shall select a chair from among its members.

D.  Members of the Board shall not receive compensation for serving on the Board, but shall be reimbursed for travel expenses incurred in the performance of their duties by their respective agencies or appointing authority in accordance with the State Travel Reimbursement Act.

E.  The Board shall have the duty and responsibility of:

1.  Reviewing a schedule of convenience fees, as is defined in Section 41.5q of this title, and all convenience fees and changes in fees charged by state agencies, boards, commissions, or authorities for electronic or online transactions, and making recommendations pertaining to convenience fees to the Information Services Division prior to its adoption by rule of such fees, changes to fees, or fee schedule;

2.  Monitoring all portal systems and applications for portal systems created by state agencies, boards, commissions, or authorities, reviewing portal systems applications approved or denied by the Information Service Division of the Office of State Finance, and making recommendations to the Legislature and Governor to encourage greater use of the open-systems concept as is defined in Section 41.5r of this title;

3.  Approving the plan of action developed by the Chief Information Officer as provided for in Section 2 of this act, providing ongoing oversight of implementation of the plan of action by the Chief Information Officer and approving any amendments to the plan of action;

4.  Approving charges to state agencies established by the Chief Information Officer pursuant to Section 2 of this act for their use of shared information technology and telecommunications services;

5.  Functioning in an advisory capacity to the Chief Information Officer; and

6.  Developing performance metrics for quantifying the value of goods or services provided by state agencies and for considering if goods and services provided by a state agency could be modernized through the implementation of new technology to provide better quality goods or services that would result in cost savings or best value;

7. Serving as a facilitator organization between associations representing computer software developers and the Chief Information Officer in providing guidance for the Chief Information Officer to develop common Application Programming Interface standards for the publication and use of state data pursuant to the terms of Section 3 of this act; and

8. Issue directives to the Chief Information Officer and state agencies, boards, commissions and public trusts having the State of Oklahoma as a beneficiary for the publication of raw data feeds of information which is subject to public access under the Oklahoma Open Records Act.

SECTION .     AMENDATORY     Section Section No.> <2>, Chapter Chapter No.> <451>, O.S.L. 20Year> <09>, as renumbered by Section 24, Chapter 451, O.S.L. 2009 (Title No.> <62> O.S. Supp. 2009, Section Section No.> <34.11.1>), is amended to read as follows:

Section Section No.> <34.11.1> A.  There is hereby created the position of Chief Information Officer who shall be appointed by the Governor.  The Chief Information Officer, in addition to having authority over the Information Services Division of the Office of State Finance, shall also serve as Secretary of Information Technology and Telecommunications or successor cabinet position and shall have jurisdictional areas of responsibility related to information technology and telecommunications systems of all state agencies as provided for in the Oklahoma Information Services Act.  The salary of the Chief Information Officer shall not be less than One Hundred Thirty Thousand Dollars ($130,000.00) or more than One Hundred Sixty Thousand Dollars ($160,000.00).  The first Chief Information Officer shall be appointed no later than January 1, 2010.

B.  Any person appointed to the position of Chief Information Officer shall meet the following eligibility requirements:

1.  A baccalaureate degree in Computer Information Systems, Information Systems or Technology Management, Business Administration, Finance, or other similar degree;

2.  A minimum of ten (10) years of professional experience with responsibilities for management and support of information systems and information technology, including seven (7) years of direct management of a major information technology operation;

3.  Familiarity with local and wide-area network design, implementation, and operation;

4.  Experience with data and voice convergence service offerings;

5.  Experience in developing technology budgets;

6.  Experience in developing request for proposals and administering the bid process;

7.  Experience managing professional staff, teams, and consultants;

8.  Knowledge of telecommunications operations;

9.  Ability to develop and set strategic direction for information technology and telecommunications and to manage daily development and operations functions;

10.  An effective communicator who is able to build consensus;

11.  Ability to analyze and resolve complex issues, both logical and interpersonal;

12.  Effective verbal and written communications skills and effective presentation skills, geared toward coordination and education;

13.  Ability to negotiate and defuse conflict; and

14.  A self-motivator, independent, cooperative, flexible and creative.

C.  The salary and any other expenses for the Chief Information Officer shall be budgeted as a separate line item through the Office of State Finance.  The operating expenses of the Information Services Division shall be set by the Chief Information Officer and shall be budgeted as a separate line item through the Office of State Finance.  The Office of State Finance shall provide adequate office space, equipment and support necessary to enable the Chief Information Officer to carry out the information technology and telecommunications duties and responsibilities of the Officer and the Information Services Division.

D.  1.  Within twelve (12) months of appointment, the first Chief Information Officer shall complete an assessment of the implementation of the transfer, coordination, and modernization of all information technology and telecommunication systems of all state agencies in the state as provided for in the Oklahoma Information Services Act.  The assessment shall include the information technology and telecommunications systems of all institutions within The Oklahoma State System of Higher Education, the Oklahoma State Regents for Higher Education and the telecommunications network known as OneNet.

2.  Within twelve (12) months of appointment, the first Chief Information Officer shall issue a report setting out a plan of action which will include the following:

a. define the shared service model organization structure and the reporting relationship of the recommended organization,

b. the implementation of an information technology and telecommunications shared services model that defines the statewide infrastructure environment needed by most state agencies that is not specific to individual agencies and the shared applications that are utilized across multiple agencies,

c. define the services that shall be in the shared services model under the control of the Information Services Division of the Office of State Finance,

d. define the roadmap to implement the proposed shared services model.  The roadmap shall include recommendations on the transfer, coordination, and modernization of all information technology and telecommunication systems of all the state agencies in the state,

e. recommendations on the reallocation of information technology and telecommunication resources and personnel,

f. recommendations on maximizing the benefits to the state by the alignment and operation of the communications and data transfer network assets known as OneNet,

g. a cost benefit analysis to support the recommendations on the reallocation of information technology and telecommunication resources and personnel, and

h. a calculation of the net savings realized through the reallocation and consolidation of information technology and telecommunication resources and personnel after compensating for the cost of contracting with a private consultant as authorized in paragraph 4 of this subsection, implementing the plan of action, and ongoing costs of the Information Services Division of the Office of State Finance.

3.  The plan of action report shall be presented to the Governor, Speaker of the House of Representatives, and the President Pro Tempore of the State Senate.

4.  The Chief Information Officer may contract with a private consultant or consultants to assist in the assessment and development of the plan of action report as required in this subsection.

E.  Beginning on the effective date of appointment, the Chief Information Officer shall be authorized to employ personnel, fix the duties and compensation of the personnel, not otherwise prescribed by law, and otherwise direct the work of the personnel in performing the function and accomplishing the purposes of the Information Services Division of the Office of State Finance.

F.  Beginning on the effective date of the appointment of the first Chief Information Officer, the Information Services Division of the Office of State Finance shall be responsible for the following duties:

1.  Formulate and implement the information technology strategy for all state agencies;

2.  Define, design, and implement a shared services statewide infrastructure and application environment for information technology and telecommunications for all state agencies;

3.  Direct the development and operation of a scalable telecommunications infrastructure that supports data and voice communications reliability, integrity, and security;

4.  Supervise the applications development process for those applications that are utilized across multiple agencies;

5.  Provide direction for the professional development of information technology staff of state agencies and oversee the professional development of the staff of the Information Services Division of the Office of State Finance;

6.  Evaluate all technology and telecommunication investment choices for all state agencies;

7.  Create a plan to ensure alignment of current systems, tools, and processes with the strategic information technology plan for all state agencies;

8.  Set direction and provide oversight for the support and continuous upgrading of the current information technology and telecommunication infrastructure in the state in support of enhanced reliability, user service levels, and security;

9.  Direct the development, implementation, and management of appropriate standards, policies and procedures to ensure the success of state information technology and telecommunication initiatives;

10.  Recruit, hire and transfer the required technical staff in the Information Services Division of the Office of State Finance to support the services provided by the Division and the execution of the strategic information technology plan;

11.  Establish, maintain, and enforce information technology and telecommunication standards;

12.  Delegate, coordinate, and review all work to ensure quality and efficient operation of the Information Services Division of the Office of State Finance;

13.  Create and implement a communication plan that disseminates pertinent information to state agencies on standards, policies, procedures, service levels, project status, and other important information to customers of the Information Services Division of the Office of State Finance and provide for agency feedback and performance evaluation by customers of the Division;

14.  Develop and implement training programs for state agencies using the shared services of the Information Services Division of the Office of State Finance and recommend training programs to state agencies on information technology and telecommunication systems, products and procedures;

15.  Provide counseling, performance evaluation, training, motivation, discipline, and assign duties for employees of the Information Services Division of the Office of State Finance;

16.  Approve the purchasing of all information technology and telecommunication products and services for all state agencies;

17.  Develop and enforce an overall infrastructure architecture strategy and associated roadmaps for desktop, network, server, storage, and statewide management systems for state agencies;

18.  Effectively manage the design, implementation and support of complex, highly available infrastructure to ensure optimal performance, on-time delivery of features, and new products, and scalable growth;

19.  Define and implement a governance model for requesting services and monitoring service level metrics for all shared services; and

20.  Create the budget for the Information Services Division of the Office of State Finance to be submitted to the Legislature each year.

G.  Upon receiving approval of the State Governmental Technology Applications Review Board, the Chief Information Officer shall implement the plan of action as set forth in subsection D of this section; provided, the plan of action for the Department of Human Services shall not be implemented until July 1, 2011.  The State Governmental Technology Applications Review Board shall provide ongoing oversight of the implementation of the plan of action.  Any proposed amendments to the plan of action shall be approved by the Board prior to adoption.  The net savings realized through the reallocation and consolidation of information technology and telecommunication resources and personnel after compensating for the up-front costs and ongoing costs of the Information Services Division of the Office of State Finance which are identified and reported in the plan of action shall be realized no later than two (2) years from the appointment date of the Chief Information Officer and shall at a minimum be not less than fifteen twenty percent (15%) 20% of the overall statewide information technology and telecommunications expenditures made by all state agencies during the fiscal year ending June 30, 2009.

H.  Beginning on the effective date of appointment, the Chief Information Officer shall act as the Information Technology and Telecommunications Purchasing Director for all state agencies and shall be responsible for the procurement of all information technology and telecommunication software, hardware, equipment, peripheral devices, maintenance, consulting services, high technology systems, and other related information technology, data processing, telecommunication and related peripherals and services for all state agencies.  The Chief Information Officer shall establish, implement, and enforce policies and procedures for the procurement of information technology and telecommunication software, hardware, equipment, peripheral devices, maintenance, consulting services, high technology systems, and other related information technology, data processing, telecommunication and related peripherals and services by purchase, lease-purchase, lease with option to purchase, lease and rental for all state agencies.  The procurement policies and procedures established by the Chief Information Officer shall be consistent with The Oklahoma Central Purchasing Act.

I.  The Information Services Division of the Office of State Finance and the Chief Information Officer shall be subject to The Oklahoma Central Purchasing Act for the approval and purchase of equipment and products not related to information and telecommunications technology, equipment, software, products and related peripherals and services and shall also be subject to the requirements of the Public Competitive Bidding Act of 1974, the Oklahoma Lighting Energy Conservation Act and the Public Building Construction and Planning Act when procuring data processing, information technology, telecommunication, and related peripherals and services and when constructing information technology and telecommunication facilities, telecommunication networks and supporting infrastructure.  The Chief Information Officer shall be authorized to delegate all or some of the procurement of information technology and telecommunication products and services and construction of facilities and telecommunication networks to another state entity if the Chief Information Officer determines it to be cost-effective and in the best interest of the state.  The Chief Information Officer shall have authority to designate information technology and telecommunication contracts as statewide contracts and mandatory statewide contracts pursuant to Section 85.5 of Title 74 of the Oklahoma Statutes.

J.  The Chief Information Officer shall establish and implement charges and a system to assess the charges to state agencies for their use of shared information technology and telecommunication services subject to the approval of the State Governmental Technology Applications Review Board.

K.  The Chief Information Officer shall establish, implement, and enforce policies and procedure for the development and procurement of an interoperable radio communications system for state agencies.  The Chief Information Officer shall work with local governmental entities in developing the interoperable radio communications system.

L.  The Chief Information Officer shall develop and implement a plan to utilize open source technology and products for the information technology and telecommunication systems of all state agencies.

M.  All state agencies and authorities of this state and all officers and employees of those entities shall work and cooperate with and lend assistance to the Chief Information Officer and the Information Services Division of the Office of State Finance and provide any and all information requested by the Chief Information Officer.

N.  The Chief Information Officer shall prepare an annual report detailing the ongoing net saving attributable to the reallocation and consolidation of information technology and telecommunication resources and personnel and shall submit the report to the Governor, the Speaker of the House of Representatives, and the President Pro Tempore of the Senate.

O.  For purposes of the Oklahoma Information Services Act, unless otherwise provided for, “state agencies” shall include any office, officer, bureau, board, commission, counsel, unit, division, body, authority or institution of the executive branch of state government, whether elected or appointed; provided, except with respect to the provisions of subsection D of this section, the term “state agencies” shall not include institutions within The Oklahoma State System of Higher Education, the Oklahoma State Regents for Higher Education and the telecommunications network known as OneNet.

P.  Under the direction of the State Governmental Technology Applications Review Board the Chief Information Officer shall cause to be developed and enforce a schedule for the publication of raw data feeds and common Application Programming Interface standards for allowing members of the public to access, utilize and interface with the data.  Public access to the feeds shall be provided through the “data.ok.gov” web portal.

Q.  Establish a standardized social media policy for the state agencies, boards, commissions and public trusts having the State of Oklahoma as a beneficiary.  The social media policy shall allow for participants to engage in two-way communication with members of the public through the use of social media services provided that the discourse can be publicly viewed.  The Chief Information Officer may approve the ability of the agencies, boards, commissions and trusts to agree to the terms of service for usage of social media services and contract for technology products and services pursuant to applicable requirements in Section 34.21 of this title provided the terms of service or contract contains standard language including a liability agreement which is considered customary or largely similar to terms of service agreed to or contracts entered into by other government entities and private sector enterprises.

SECTION .     NEW LAW     A new section of law to be codified in the Oklahoma Statutes as Section Section No.> <34.11.2> of Title Title No.> <62>, unless there is created a duplication in numbering, reads as follows:

State agencies, boards, commissions and public trusts having the State of Oklahoma as a beneficiary shall abide by and comply with directives from the Chief Information Officer regarding the publication of raw data feeds and shall allow for public access to those feeds through the application of standardized Application Programming Interface (API) standards.

SECTION .  This act shall become effective Enter Effective Date> <July 1, 2010>.

SECTION .  It being immediately necessary for the preservation of the public peace, health and safety, an emergency is hereby declared to exist, by reason whereof this act shall take effect and be in full force from and after its passage and approval.

52-2-9745 nter Drafter Initials>” <MAH> nter Date as MM/DD/YY>” <02/11/10>

Req. No. 9745 Page 17


$74k San Diego Council pay “isn’t sufficient” says panel

// February 10th, 2010 // 1 Comment » // To Ponder

According to the U.S. Department of Housing and Urban Development and this document, the San Diego medium income is $74,900. Current council salary is $75,386. source Pretty much the same.

But according to a volunteer panel, they think that the council should be making closer to $175,000. They suggest that the mayor, who is currently earning $100,464, should be bringing in $235,000.

Thankfully the council will probably not entertain the proposal.  It does bring up the question of salaries in public service though.

A local attorney has offered another proposal that would tie the council’s salaries to the medium income of the area.

What do you think?

[poll id="2"]

New Years Resolution for Your Neighborhood?

// February 1st, 2010 // 2 Comments » // To Ponder

Heading into a new year, I am curious how many of you took a moment to reflect where your neighborhood is at and where you want it to go.  I was talking to a good friend of mine on Twitter about this.  We are quick to forget that in order for the concept of our Republic, as set forth by our founders (and more specifically the winning faction, the Federalists) to work, we must be as focused on our responsibilities as we are our rights.   In order to preserve our rights, we must also acknowledge our civic responsibilities and of course attempt to fulfill them.  If we don’t we will most assuredly create a vacuum.  The easiest way to help reduce the size and scope of government, is to see to it that the needs of your city are met by you and others before the city makes an effort to meet them.  Patrick Henry warned us about leaving things alone…

This, Sir, is my great objection to the Constitution, that there is no true responsibility – and that the preservation of our liberty depends on the single chance of men being virtuous enough to make laws to punish themselves.

So, what civic goals do you have for your community?

I Have a Dream: The Man Behind the Speech

// January 25th, 2010 // No Comments » // To Ponder

My essay for my latest English assignment.

“I have a dream that one day this nation will rise up and live out the true meaning of its creed . . . that all men are created equal.” The words rang clearly through the August air, laying out a blueprint for the future, for a brighter future than African-Americans had ever known. More than 40 years later, the majority of Dr. King’s dream has come true. Formal discrimination against blacks in America has essentially ended. There will always be pockets of humanity where evil retains a foothold, but America as a whole has embraced the ideas Dr. King put forth in his legendary call for freedom. And every year, the American people pause to remember Martin Luther King Jr. and recognize his contributions to our society. As for his famous words spoken that day in 1963, they remain important today not only as a call to civil justice, but as a legacy to Dr. King himself: a testament of his vision, his character, and his achievements.

The vision of many courageous people was the driving force behind the civil rights movement, but the vision of Martin Luther King, Jr. was remarkable in its boldness. While many people despaired of seeing a day when Americans of all races would be equals, Dr. King dared to dream of what seemed impossible. He knew that although his words might be inspiring at the time, many African-Americans would struggle to retain a belief that things could change. He urged them to “Go back to Missippi, go back to Alabama . . . go back to the slums and ghettos of our northern cities, knowing that somehow this situation can and will be changed.” Throughout his speech, he emphasized courage and faith against staggering circumstances. His actions in the civil rights movement underlined his words; he acted according to his beliefs despite threats to his personal safety. That was the boldness of Dr. King’s vision, a boldness born of conviction and hope.

The vision of Martin Luther King Jr. was also remarkable in its scope. Many civil rights activists of the day would have been happy to simply see a stop to the crimes against black people like police brutality and lynchings. But King’s vision was larger than that. He spoke of absolute equality between blacks and whites. He went even father than that, dreaming of comradeship and brotherhood. Dr. King had the scope of vision to prophesy that “one day, the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood.” And indeed they have. Such was the scope of Dr. King’s vision, a vision forever immortalized in that famous speech in front of the Lincoln Memorial.

The pages of history are riddled with speeches of great vision, but what is vision without character? One of Dr. King’s defining qualities was his sterling character, defined first by his integrity. As an activist, he always encouraged his people to fight for equality using civil disobedience, demonstrations, and other nonviolent means. In his address to the people during the March on Washington he proclaimed ominously that “the whirlwinds of revolt will continue to shake the foundations of our nation until the bright day of justice emerges,” but he immediately followed up with an admonition: “In the process of gaining our rightful place, we must not be guilty of wrongful deeds.” The activist whose character is defined by such integrity is one who deserves to see his dreams fulfilled.

The character of Dr. King was also defined by compassion. He realized that some of his African-American audience were undergoing far worse persecution than even himself. He spoke with love and compassion to these battered ones: “You have been the victims of creative suffering. Continue to work in the faith that unearned suffering is redemptive.” King’s entire address seemed to overflow from a love for the people around him. Though gravely condemning those who acted with hate and violence, his speech maintained a general tone of faith in mankind’s ability to rise above racism. Dr. King’s character of integrity and compassion, as evidenced in his “I Have A Dream Speech,” remain a shining example to America today.

At the time of his address in Washington, the words of Martin Luther King Jr. were still a dream. Looking back on them today, his words are a testament to his achievements, though he did not live to see them all. Over the following years, black people in America began to enjoy equal voting rights, the de-segregation of schools, the sharing of public spaces and transportation, and eventually, general acceptance of the belief that all people are created equal. These were the themes laid out in Dr. King’s famous speech, and over the course of time his words became reality. The achievements of Dr. King and the dreams that he spoke of that day in 1963 have become one and the same.

Martin Luther King Jr.’s address to the people marching on Washington is best remembered for its emphasis on equality, justice, and brotherhood. Closer examination will reveal not only the dream, but the man behind the dream. Dr. King’s vision, character, and achievements are so strongly evidenced in his now-famous speech that it remains a legacy not only to the civil rights movement, but to the man himself.

Cures for Civic Apathy, A Citizen’s Perspective

// January 18th, 2010 // 1 Comment » // To Ponder

It’s the number one killer of motivation and progress in a community. It’s the most insidious enemy of creative solutions. And it puts on such an innocent face we barely recognize it, even in ourselves. Apathy. For whatever reason (and we ALL have our reasons), we just don’t care anymore. Or never did. Busy with so many other things, we fail to see any connection between our involvement within our communities and the overall quality of our daily lives. Too bad. It’s our loss. We don’t even know what we’re missing! The benefits of caringand participating far outweigh the risks.

“It is not the critic who counts… The credit belongs to the man who is actually in the arena… who strives valiantly… who spends himself in a worthy cause… his place shall never be with those cold and timid souls who know neither victory nor defeat.” – Theodore Roosevelt

Ready to kick the apathy? I have a few suggestions.

Attend public meetings. Citizens who understand the basic functions of their government will always be better equipped to helpfind solutions for their city or town. Too often we make assumptions as to how our local governments actually work.It’s easier to complain about policies, taxes, or projectswhenour knowledge of them is sketchy or basedon hearsay. Be an active part of the goings-on. Attend some meetings, chat with some officials, and become an educated,proactive citizen.

Join a civic organization. Youwill soonfind yourself caught up in planting flowers at the park, collecting clothes for the needy, coordinating a fall festival, or fighting to protect a beautiful antique bridge slated for demolition. Apathy will be burned off by the flameof pride in a job well done, completed side-by-side with your neighbors. Never underestimate the value of those local non-profits which foster such a sense of ownership and camaraderie within a community.

Want to REALLY rock your world? Go the full monty? Run for public office. Win or lose, it will force you into the thick of issues in your town or city. It will definitely give you a heightened sense of awareness. After many sleepless nights trying to figure out the proper placement of your next storm water project or the budget of your police department, you will appreciate the commitment and challenge of participating in government. Ideally, you will become a voice for change filtered through a healthy dose of experience.

Let’s go DO something. Apathy isn’t that much fun, anyway.

Conservatives uphold voluntary community, quite as they oppose involuntary collectivism

// January 18th, 2010 // No Comments » // To Ponder, Uncategorized

Conservatives uphold voluntary community, quite as they oppose involuntary collectivism.
Although Americans have been attached strongly to privacy and private rights, they also have been a people conspicuous for a successful spirit of community. In a genuine community, the decisions most directly affecting the lives of citizens are made locally and voluntarily. Some of these functions are carried out by local political bodies, others by private associations: so long as they are kept local, and are marked by the general agreement of those affected, they constitute healthy community. But when these functions pass by default or usurpation to centralized authority, then community is in serious danger. Whatever is beneficent and prudent in modern democracy is made possible through cooperative volition. If, then, in the name of an abstract Democracy, the functions of community are transferred to distant political direction—why, real government by the consent of the governed gives way to a standardizing process hostile to freedom and human dignity. -

Russell Kirk, Ten Conservative Principleshttp://bit.ly/4eyhst

A Place For April

// January 18th, 2010 // No Comments » // To Ponder

We each go through life expecting to be moved and impassioned by the experiences and changes we endure. It’s as if we anticipate meaning where there isn’t any and purpose where there is none. However, during our existences, we do occasionally happen upon a truly defining moment. These fits of complex thought and heightened awareness of all that is provoking, usually arrive just often enough as to ensure we don’t go all-out crazy. I say crazy because the strange conclusions and new-found paradoxes of such a moment can be maddening in a hurry. We find ourselves drawn toward a new purpose and a desire to do something other than what we were just doing before.

For me, one instance of hyper-awareness came on an inconspicuous spring morning in eastern Oklahoma. It was April, and rightly so, because my first daughter April Joy was about to greet her new family. That cool morning signified a paradigm shift for me that was so profound it has kept me energized, hopeful, and prayerful ever since. What makes my story so unique I suppose (I ‘suppose’ only because I haven’t heard too many men explain how their first child changed their life), is that by having a child, I began to look differently at the world. The world had already started to look differently to me. I spent a year in Iraq which had caused me to rethink most of what I believe about our American version of community and our commitment (or lack thereof) to it. I found myself returning to many of my traditional conclusions but there were a few that I certainly found perplexing. April, my first child, brought perspective to my questions and purpose to my melancholy outlook. She has caused me realize that we care little in America for her future; that we don’t understand what is wrong with what we will be leaving her, and we somehow refuse to accept that it is not too late to create a better place now.

Wal-Mart, a grand highway, a plastic option, and sidewalks that lead nowhere just because they can . . . To me, they all share commonality in that they display through their subtle existence a reason to celebrate today – not tomorrow. We are a growing population yet we grow nothing we really want to eat. We are a creative people yet we create little worth keeping. We are an imaginative country however we lack any imaginative vision for the future. In America, apparently we are all racing to the bottom to see who can get there first. Our communities lack taste, virtue, reason, meaning, culture, and most importantly the ability to survive. The weaker weight of life itself is too much for most of our roads, parks, and public spaces. They simply cave corrode under the pressures of time.

The consequence is alarming. We care not for the future therefore we care not to consider what we have today. We drive by on our 12-lane highways assuming that happiness must be just off one of these exits. We run (mostly drive) through life expecting to see reasons for hope but are disappointed because the last group that was here forgot to care too. Instead of crying out at the injustice of our predecessors, we marginalize and oftentimes romanticize our sub-par existence. Just a spoonful of sugar makes all of our lousy places see a tad more bearable, especially if you can get that in Cookies & Cream. While we were busy trying to not notice the world around us, time is creeping ever so predictably toward her future. Soon it will be her time to take notice. Soon it will be her time to judge us by our offering.

The end. Or so it seems sometimes. When I talk to people about how we plan to leave this world for our children, the response is… A blank stare would suffice, but most people chatter on about goals and dreams that they never intend to realize. Reality has a funny way of coming true. The tricky part is to learn that we get to tell the story. As far as I can tell, humans haven’t been beat at this game of life yet. Sure we have stumbled along the way, but a child knows about the pyramids in Egypt, the great roads of antiquity still lead to Rome, and our ability to love, protect, and cherish the life of another is still as vibrant as it has ever been. So why the disconnect? Why do we struggle to grasp our potential to do better? My theory is simple but not entirely accurate. For me to sleep well at night, I have to believe that most people are simply not up to the challenge of working on a project for decades. The truth is, no one ever is. Humanity without a passion for betterment is surly doomed to failure. My passion to do better is derived from my children.

It is my hope and dream that I live a life that is respectful of their existence – that I leave this world a lot better than I found it. We each have to let our experiences define us but we mustn’t let our failures define us too. My children taught me that it wasn’t going to be enough to just enjoy life. I know now that I am going to get to enjoy life by making theirs better. I feel like the luckiest person alive at times. Having the power to love someone is inspiring, but being given the passion to change their world for the better is awesome. I will be around fixing this place up for the little ones. If you see me, feel free to stop and say hi. I always carry an extra paint brush.

When Beauty Is Someplace Else

// January 18th, 2010 // No Comments » // To Ponder

by Melinda Burgess

There is a paradox in the way we often approach the beautification of our communities, and I believe it stems from a location bias. Many times there is a stark contrast between the appearance of our homes / neighborhoods and the appearance of the higher profile areas of town. It always seems to be our first priority to beautify our entertainment districts or “hot spots.” You know, the few blocks of downtown where the nightlife is sizzling, the music is jazzy, and the restaurants are popular. Or the historic district where tourism is hyped and visitors flock to the antique stores or stay at the quaint bed-and-breakfast. Or perhaps in your town it is the outdoor appeal of a large-scale park or garden, a zoo, or a monument.

THOSE are the first places in our communities that we put our primary focus when budgeting for decorative lighting, inviting benches, new sidewalks, or colorful landscaping. Why do we not first “dress up” the areas where we live and work on a daily basis? What does that say about our value system? Are we so bedazzled by “going out” to be entertained and so disenchanted with our own streets and neighborhoods? Does is ever occur to us that our day-to-day lives are just as deserving ( if not more so) of our best improvement efforts?

I suppose in focusing our money and energy on “high profile” areas of our cities we are working toward beautiful places for ourselves and our visitors to gather, relax, and play. But how would it be to actually LIVE in a beautiful place? What if beauty was right outside your front door? Why must we always drive AWAY from our homes to find relaxation and diversion? What would happen if we gave our “everyday” areas a bigger piece of the budget pie? What if we learned to embrace the environments around us – and make them BETTER – instead of always assuming that “beautiful” is somewhere else?

Cures for Civic Apathy, An Official’s Perspective

// January 18th, 2010 // No Comments » // To Ponder

By Melinda Burgess

It’s easy to blame the citizenry for the widespread apathy that plagues so many communitites today. No one cares, except maybe to complain. On the other hand, it’s just as easy forthe publicto turn around and blame the local governments for being lofty, vague, and inaccessible. Who could be expected to produce enthusiasm or optimism under such uninspiring leadership? Bothofficials and citizens are playing the blame game, and everybody is sitting on their hands waiting for somebody else to make the first move towards a dynamic, caring community.

I dare you, local leaders and officials, to ‘pave’ the way. I’ve already posted about what ordinary folks can do to kick the apathy; now it’s your turn. For those in leadership roles, I believe it comes down to three simple keys:

Transparency. Keeping the leadership honest happens only whenfolksare able to easily peer into the inner workings ofgovernment proceedings. This is a critical first step because people will never trust what they don’t know.And they will never give time or effort to a cause they don’t trust. A government without an open door policy, accessible payroll data, or online minutes and agendaswill never capture the goodwill that the community needs to throw off its apathetic or critical tendencies.

Communication. Let’s face it, governments aren’t exactlyknown for their excellent human relations skills. Whiletheleadership may have the best of intentions, a breakdown in communication with the public will mean a breakdown in the success of proposals or projects. Citizens must feel that they are “on the same page” with their officials if they are to generate any excitement or support for new ideas. Otherwise, it’s back to the Dark Ages of an uninformed, apathetic public.

Accessibility. This shouldn’t be confused with transparency, though it often is. Accessibility speaks more to a citizen’s ability to pick up a phone and call their city councilman. Or how easy it is to report a pothole or graffiti. The absence of accessibility is the most telling of all weaknesses. When people can reach their leadership and alert them to the problem, they often do. But if the leadership isn’t available or Public Workspromises vaguely to“check into it”, then repeat participation from the citizenhood is hopeless. An accessible government is one that can be molded and improved by the people.

Local leaders, it’s time to man up, accept responsibility, and take initiative. The public will follow suit.

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